The Practice of Transformational Leadership Style in the Ministry of Labour and Social Development in the Kingdom of Bahrain

Abstract

Are managers at the Ministry of Labour and Social Development in the Kingdom of Bahrain practicing the Transformational Leadership style? Do managers with longer years of experience practice the four dimensions of transformational leadership more frequently than those with lesser years of experience? These are some of the questions that this study have sought answers to. Specifically, the research tried to determine the frequency at which transformational leadership dimensions such as idealized influence; inspirational motivation; intellectual stimulation; and individualized considerations are being practiced by managers in the said ministry, based on the perceptions of 96 rank and file employees, and 38 managers. It also determined if the frequency of practicing transformational leadership style is significantly related with the years of managerial experience. The study further investigated if managers’ perceptions would significantly differ with that of the rank & file employees. The findings revealed that years’ of managerial experience is not significantly related to the frequency of practice of transformational leadership dimensions. It was also found that idealized influence was the most frequently practiced transformational leadership dimension, while inspirational motivation was the least frequently practiced one in the Ministry of Labour and Social Development in the Kingdom of Bahrain.

Keywords: Transformational Leadership, Managers, Leadership Dimensions, Government Leaders, Kingdom of Bahrain

DOI: 10.7176/EJBM/11-26-13

Publication date:September 30^th 2019