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James A. Odumeru

Bio: James A. Odumeru is an academic researcher. The author has contributed to research in topics: Competence (human resources) & Leadership. The author has an hindex of 1, co-authored 1 publications receiving 233 citations.

Papers
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Journal Article
TL;DR: In this paper, the authors give an introductory perspective into the difference between transformational and transactionary leadership drawing from evidence in literature, and conclude that although they are conceptually different, some elements of transactionary Leadership exists in transformational leadership.
Abstract: Transactional and Transformational leadership styles have attracted the interest of many researchers in recent time. While some believe that they are the same, others believe they are different. This paper gives an introductory perspective into the the difference between transformational and transactionary leadership drawing from evidence in literature. The paper concludes that although they are conceptually different, some elements of transactionary leadership exists in transformational leadership.

252 citations

Journal ArticleDOI
TL;DR: In this article , the authors investigated the impact of HRM practices on competence, commitment, job satisfaction, motivation, cooperation with management, Cooperation with co-workers, employee presence and compliance in the manufacturing sub-sector of South-Western Nigeria.
Abstract: "Most authors agree that Human Resources is the most crucial input to any organisation. As such, scholars generally believe that Human Resource Management (HRM) practices positively impact firm performance. This belief persists because positive HRM practices strengthen competence, motivation, commitment and other employee outcomes leading to improved organisational performance. However, limited empirical evidence connects HRM practices to employee outcomes. This study investigated the impact of HRM practices on competence, commitment, job satisfaction, motivation, Cooperation with management, Cooperation with co-workers, employee presence and Compliance in the manufacturing sub-sector of South–Western Nigeria. To this end, the study adopted a cross-sectional survey research design which involved the collection of data from 381 middle-level managers of manufacturing companies in Lagos, Nigeria, selected using stratified and random sampling techniques. A Structural Equation Model (SEM) was used to analyse the data. Results show that HRM practices determine and predict components of employee outcomes. In other words, recruitment and selection, training and development, performance appraisal, compensation management, occupational health and safety, and career growth and development all determine competence, commitment, job satisfaction, motivation, Cooperation with management, Cooperation with co-workers, and Presence and Compliance all in varying degrees. The study justified investment in HRM and recommended a bundled approach to applying HRM practice."

Cited by
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Journal ArticleDOI
TL;DR: In this paper, the authors investigate both transformational and transactional leadership styles that influence employees' knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.
Abstract: Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledg...

265 citations

Journal ArticleDOI
TL;DR: In this paper, the authors bring to bear the resemblance between the current resilient leadership theory and the transformational-transactional leadership theories, and further draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories.
Abstract: Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective l...

98 citations

Journal ArticleDOI
TL;DR: In this article, the authors systematically reviewed the literature on key concepts of Lean Six Sigma and leadership in higher education and developed a theoretical model using an inductive theory-building approach in accordance with the exploratory nature of the study.
Abstract: Purpose The purpose of this paper is to critically evaluate whether a Lean Six Sigma (LSS) leadership model could be effectively utilized to resolve efficiency and effective issues like rising costs, quality of education, graduation and retention rates encountered in higher education institutions (HEIs) in the modern era. Design/methodology/approach The authors systematically reviewed the literature on key concepts of LSS and leadership in HEIs in to develop a theoretical model using an inductive theory-building approach in accordance with the exploratory nature of the study. Findings The results of the study proposed a conceptual LSS leadership framework, which provides a basis for testing of LSS leadership representations in HEIs. The results suggest that LSS leadership has advantages for HEI to overcome currents issues and challenges. Research limitations/implications This research is a theoretical study based on the existing literature that identified characteristics that may be adopted in higher education. The proposed LSS leadership framework is based upon leadership, statistical thinking, continuous change and improvement. This model is based upon service and the concepts of adaptive, rather than technical work, of leaders in higher education. Practical implications The proposed LSS leadership framework brings new aspects and perspectives of leadership in HEIs. LSS leadership model has its practical meaning in providing a fundamental base for HEIs to overcome challenges, fulfill missions, and sustain improvements. Social implications HEIs are a foundation for principles of democracy, equality and diversity. HEIs have been a path for citizens but HEIs are facing challenges that are reducing the ability of individuals to improve themselves. Leadership of HEI needs to incorporate new principles to adapt to a changing society. Originality/value LSS project leaders have achieved improved bottom line results and customer satisfaction in a wide range of industries, but LSS application in the HEIs remains to be explored. This paper proposes an effective LSS leadership model, which can help improve the quality of education, reduce non-value added costs and enhance operational efficiency of HEIs.

55 citations

Journal ArticleDOI
01 Apr 2015
TL;DR: In this paper, the authors suggested a theoretical model by which both transformational and transactional leadership styles influence employees' knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.
Abstract: Knowledge management processes, especially knowledge sharing, have been considered as a major practice for all organizations, public and private. On the other hand, the ways in which such organizations deal and value the richness of their knowledge sharing capabilities which in turn impact their performance are needed. Thus, this study suggested a theoretical model by which both transformational and transactional leadership styles influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.

50 citations