Showing papers in "Leadership & Organization Development Journal in 2009"
TL;DR: In this paper, the authors investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between commitment and job satisfaction and performance in the Malaysian setting.
Abstract: Purpose – The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.Design/methodology/approach – Data were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.Findings – Generally, and with a few exceptions, leadership behaviour was found to be significantly relat...
452 citations
261 citations
TL;DR: In this paper, the authors examined five large leadership studies to clarify the role that human capital or social capital capabilities play in present day and future leadership and found that although there is a primary focus on human capital capabilities, social capital skills have received more attention as components of a leader's skill set.
Abstract: Purpose – As organizations face volatile and virtual environments there is a growing need to equip emerging leaders with skills to generate, utilize and maintain social capital This paper aims to examine five recent, large leadership studies to clarify the role that human capital or social capital capabilities play in present day and future leadershipDesign/methodology/approach – Researchers review five recent large leadership studies, assessing the human capital and/or social capital orientation of identified leadership capabilitiesFindings – The analysis indicates that, although there is a primary focus on human capital capabilities, social capital skills have begun to receive more attention as components of a leader's skill setResearch limitations/implications – The review focused on five published studies and does not reflect the comprehensiveness of a meta‐analysis Hence conclusions may not apply to all situations Further exploration and longitudinal study of the efficacy of various development
193 citations
TL;DR: In this paper, the authors examined the direct effects of three workplace spirituality aspects (meaning in work, community at work, and positive organizational purpose) and individual spirituality on three work attitudes (job satisfaction, job involvement, and organizational commitment).
Abstract: Purpose – This paper aims to examine the direct effects of three workplace spirituality aspects – meaning in work, community at work, and positive organizational purpose – and individual spirituality on three work attitudes – job satisfaction, job involvement, and organizational commitment It also seeks to examine the interactive effects of these three workplace spirituality aspects and individual spirituality on these three work attitudesDesign/methodology/approach – The paper briefly outlines the existing workplace spirituality research, indicates the required research and places this study in that backdrop It then outlines theory building for specifying a set of hypotheses It uses data from a sample of managerial level employees from India to test the hypothesesFindings – The study results provided considerable support for the hypothesized relationships between workplace spirituality aspects and work attitudes but not for the hypothesized relationships between individual spirituality and work atti
177 citations
TL;DR: In this paper, the first author established 19 semantic differential scales and two self-typing paragraphs to differentiate between the two leaders and found five statistically significant (p=0000) discriminant items that differentiated between transformational and servant leadership.
Abstract: Purpose – Although transformational and servant leadership has been in existence since the 1970s and theoretical assumptions about the differences began in the 1990s, this paper seeks to relate the first empirical investigation distinguishing between the two leaders, which was conducted recently by the first authorDesign/methodology/approach – Through a review of the literature, the first author established 19 semantic differential scales and two self‐typing paragraphs to differentiate between the two leaders The scales and paragraphs were formed into an online survey, reviewed by an expert panel, and distributed to 56 randomly selected contacts where 514 participants respondedFindings – Through discriminant analysis, five statistically significant (p=0000) discriminant items were found that differentiated between transformational and servant leadershipResearch limitations/implications – The paper proposes that the five statistically significant items revealed by the first author's research be brough
173 citations
TL;DR: In this paper, the authors provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance, and they synthesize the synthesis of literature related to creating readiness for change and resistance to change leads to a resistance-to change typology.
Abstract: Purpose – This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance.Design/methodological approach – The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies.Findings – Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance.Practical implications – The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change.Originality/value – The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands...
142 citations
TL;DR: In this article, the influence of psychological hardiness, social judgment, and Big Five personality dimensions on leader performance in US military academy cadets at West Point was evaluated using hierarchical regression.
Abstract: Purpose – The purpose of this paper is to evaluate the influence of psychological hardiness, social judgment, and “Big Five” personality dimensions on leader performance in US military academy cadets at West Point.Design/methodology/approach – Army cadets were studied in two different organizational contexts, i.e. summer field training and during academic semesters. Leader performance was measured with leadership grades (supervisor ratings) aggregated over four years at West Point.Findings – After controlling for general intellectual abilities, hierarchical regression results showed leader performance in the summer field training environment is predicted by Big Five extroversion, and hardiness, and a trend for social judgment. During the academic period context, leader performance is predicted by mental abilities, Big Five conscientiousness, and hardiness, with a trend for social judgment.Research limitations/implications – Results confirm the importance of psychological hardiness, extroversion, and consc...
135 citations
TL;DR: In this article, a dynamic theory of leadership development is proposed, which posits that leadership is a developmental process based on the type of choice a leader makes, while choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview.
Abstract: Purpose – This paper aims to offer a dynamic theory of leadership development.Design/methodology/approach – The paper examines selected leadership literature through the lens of theory building‐blocks. It identifies the role of the ideal goal in leadership and its importance in developing the psychological aspect of leadership.Findings – The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes. While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one's worldview and planned organisational activities ensures that leaders continuously improve their ethical behaviour. The paper concludes with the ...
123 citations
103 citations
TL;DR: In this article, the authors investigated the relationship between supervisors' empowering management practices (SEMP), employees' psychological empowerment (PE), and a new measure of employees' behavioral empowerment (BE).
Abstract: Purpose
– The purpose of this paper is to extend past research by investigating the relationships between supervisors' empowering management practices (SEMP), employees' psychological empowerment (PE), and a new measure of employees' behavioral empowerment (BE). A mediation model is hypothesized.
Design/methodology/approach
– A questionnaire study is conducted among 359 non‐managerial employees. Because BE is both self‐reported and externally assessed, relationships are verified with single‐source and multi‐source data.
Findings
– SEMP are quite strongly related to PE, but more weakly related to BE. Structural equation analyses tend to support a model where PE completely mediates the relationship between supervisors' managerial practices and employees' BE.
Research limitations/implications
– This cross‐sectional study does not provide indication of causality among the variables.
Practical implications
– First, this paper suggests that feeling empowered is a pivotal mindset that needs to be created by supervisors to generate proactive behaviors. Second, the moderate correlation found between PE and BE measures suggests that they capture different facets of empowerment. Given management concern for bottom line results, behavioral measures should not be ignored in assessing employee empowerment.
Originality/value
– This paper used a behavioral criterion to assess employee empowerment rather than relying solely on a psychological measure.
102 citations
TL;DR: In this article, the effect of a leader's humor use on trust, identification, affective commitment, and job satisfaction was investigated. And the authors found that transformational leaders who are seen as using more humor rate higher on these outcomes than followers of low humor leaders, suggesting that a leader who effectively uses humor might expect an effect on the outcomes explored here.
Abstract: – This study seeks to offer an empirical test of a model addressing how a leader's humor use will moderate the effects of a transformational leader style on follower attitudes, such as trust, identification, affective commitment, and job satisfaction., – Working adults (n=369) participated in a two‐phase data collection of self‐reported attitudes and their perceptions of leadership behavior. Perceptions of transformational leadership and humor were collected at Time 1. Trust, identification, affective commitment, and job satisfaction were collected a week later., – Results demonstrate significant relationships between transformational leadership and trust, identification, affective organizational commitment, and job satisfaction. The moderator effect was only supported in relationships between transformational leadership and both trust and affective commitment, suggesting that transformational leaders who are seen as using more humor rate higher on these outcomes than followers of low humor leaders., – The primary limitation of the study is the potential for single source bias in that both perceptions of leader behavior and self‐reported attitudes were measured from the followers' perspectives., – The findings have several managerial implications. Primarily, a transformational leader who effectively uses humor might expect an effect on the outcomes explored here, but also on more distal results of which the study variables may be theoretically antecedent, such as job performance and turnover., – There has been little research on the influence of a leader's humor use on the relationships between transformational leadership and trust, identification, commitment and job satisfaction. The study augments the extant literature on these relationships.
TL;DR: In this paper, the authors investigate the role of work locus of control (WLOC) as a moderator of the relationship between employee wellbeing and organizational commitment and find that wellbeing is negatively related to conditional continuance commitment, whereby employees consider the advantages associated with continued participation and costs associated with leaving.
Abstract: Purpose – This paper aims to investigate the role of work locus of control (WLOC) as a moderator of the relationship between employee wellbeing and organizational commitment.Design/methodology/approach – The paper reports on a quantitative study of middle level executives from motor‐cycle manufacturing organizations based in Northern India. The focus of the paper is to examine the predictive ability of wellbeing and the moderating effect of WLOC in predicting organizational commitment.Findings – The results suggest that wellbeing is negatively related to conditional continuance commitment, whereby employees consider the advantages associated with continued participation and costs associated with leaving, and normative commitment, whereby employees feel they have moral obligations to remain with the organization. The presence of an external WLOC has a positive impact on the relationship. Wellbeing, as represented by a hassle‐free existence, predicts positive affective commitment with a particular organizat...
TL;DR: In this paper, a new individual-level concept, relative psychological climate, was introduced to predict job satisfaction and other employee attitudes using data from a large national British survey (the Workplace Employment Relations Survey of 2004).
Abstract: Purpose – Organizational climate has been shown to predict job satisfaction and other employee attitudes. Using the concept of organizational climate, strength has shown mixed success. However, diversity in psychological climate at the individual level has not been explored. The paper aims to introduce a new individual‐level concept: relative psychological climate paper.Design/methodology/approach – Using the example of supportive leadership climate, the significance of this concept for predicting job satisfaction is assessed. Data from a large national British survey (the Workplace Employment Relations Survey of 2004) of 19,993 employees within 1,593 workplaces are used.Findings – Workplace supportive leadership climate quality, climate strength and individual relative leadership climate position are shown to be significantly associated with job satisfaction. So is the interaction of climate quality and climate strength. When all three variables are assessed simultaneously, only the individual relative p...
TL;DR: In this article, the authors examined the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population, and investigated the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention.
Abstract: Purpose – The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention.Design/methodology/approach – The Emotional Quotient Inventory (EQ‐i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations, the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). A series of questions relating to pre‐tax operating profits over the past three years, previous year's net profit, and various business challenges were asked of each executive.Findings – The results showed that top executives differed significantly from the normative population on the EQ‐i in eight of the 15 EQ‐i subscales. Executives who possessed higher levels of empathy, self‐...
TL;DR: A review of scholarly works on servant-leadership is presented in this article, where the authors scrutinise the concept of servant leadership from a business administration (management) point-of-view.
Abstract: Purpose – The purpose of this paper is to scrutinise the concept of servant leadership from a business administration (management) point‐of‐view.Design/methodology/approach – A review of scholarly works on servant‐leadership is presented.Findings – A generally accepted definition of servant‐leadership is not available. There are no generally accepted instruments for measuring servant‐leadership. It is unclear whether some leaders are servant‐leaders while others are not, and whether leaders can be servant‐leaders to different degrees. The positive effects of servant‐leadership on organisational outcomes, a consideration highly relevant to management, have not been empirically established. Some studies have shown negative effects of servant‐leadership on organisational effectiveness.Research limitations/implications – This literature review contains no empirical data.Practical implications – The argument that servant‐leaders should be in charge of private companies and public organisations appears to be co...
TL;DR: This article examined the role of top executives in knowledge management by first building theoretical hypotheses and subsequently testing them through the integration of the knowledge management and leadership literatures and tested using CEO interviews published in Harvard Business Review.
Abstract: Purpose – Knowledge management as a key top executive function has not been sufficiently explored in the leadership literature. This study seeks to examine the role of top executives in knowledge management by first building theoretical hypotheses and subsequently testing them. Hypotheses are developed through the integration of the knowledge management and leadership literatures and tested using CEO interviews published in Harvard Business Review.Design/methodology/approach – Using the method of structured content analysis developed by Jauch et al., this study uses these HBR interviews and develops questionnaire instruments through which data are collected from respondents in a structured fashion. This innovative method involves the distribution of these published interviews with top executives of organizations (such as CEOs) to multiple groups of respondents, who then carefully read the interviews and responded to the structured questions developed for the purpose of assessing the relevant constructs in...
TL;DR: In this article, a behavioral theory of organizational vision is proposed to explain how vision attributes create an impact on organizational performance, and the approach takes the form of an emerging vision theory.
Abstract: Purpose – The purpose of this paper is to propose a behavioral theory of organizational vision.Design/methodology/approach – Based on existing theoretical concepts and empirical evidence, this new theory development compares a diverse set of plausible logical, empirical, and/or epistemological conjectures so that highlighting occurs to form the substance of the new vision theory.Findings – The approach takes the form of an emerging vision theory, which explains how vision attributes create an impact on organizational performance.Originality/value – While vision is core to the prevailing vision‐based leadership theories, little is theoretically and empirically known about attributes for effective vision. Moreover, there is no existing leadership theory, which explains the process by which vision attributes create positive effects on organizational performance. The paper proposes a vision theory to fill this gap.
TL;DR: In this article, the authors identify similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and investigate how these impact on their immediate subordinates' satisfaction, commitment, motivation, and effectiveness (engagement).
Abstract: Purpose – The purpose of this study is to identify similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and to investigate how these impact on their immediate subordinates' satisfaction, commitment, motivation, and effectiveness (engagement).Design/methodology/approach – A multiple‐respondents survey, aiming at CEOs and their immediate subordinates, was conducted. Factor analysis, correlations and moderated regression analysis were used in order to reach conclusions.Findings – Two leadership dimensions are found to be most influential: being a good manager/mentor and articulating vision. Although good manager/mentor characteristics prove crucial for both types of CEOs, the effect of vision articulation on subordinates is moderated by the type of company the CEO is leading. No significant differences are found in the leadership style that the two types of CEOs adopt, except for their calmness and self‐possession, which is lower among entrepreneurs.Pr...
TL;DR: In this paper, the authors report on an empirical study examining the possible relationships between the dispositional factors measured by the MBTI and elements of emotional intelligence (EI) as measured by Bar-On's emotional quotient inventory (EQI).
Abstract: Purpose – For over three decades the Myers‐Briggs Type Indicator (MBTI), a typology of personality preferences based on Jungian psychology, has been one of the most frequently used assessments in personal and managerial development. Over the last decade attention to the possibility of non‐cognitive intelligence based on emotions has attracted considerable attention in both the academic and practitioner communities. This paper aims to report on an empirical study examining the possible relationships between the dispositional factors measured by the MBTI and elements of emotional intelligence (EI) as measured by the Bar‐On's emotional quotient inventory (EQI).Design/methodology/approach – MBTI, Form G, and EQI data are collected in a population of over 500 managers and professional workers in an international manufacturing facility. Both categorical and continuous analysis of variance is utilized to test ten hypothesized relationships between personality preferences and EI constructs.Findings – Results supp...
TL;DR: In this paper, a large survey in 367 organizations engaged in different change processes and from different sectors, among employees in different positions, finds that there are five patterns among changing organizations, each with their own specific problems, characteristics, and change approaches that require different interventions.
Abstract: Purpose – The purpose of this paper is to understand failure to change by examining patterns of coherent structure and agency characteristics in changing organizations in specific sectors and to provide specific recommendations for intervention in these patterns.Design/methodology/approach – A large survey in 367 organizations engaged in different change processes and from different sectors, among employees in different positions.Findings – The paper finds that there are five patterns among changing organizations, each with their own specific problems, characteristics, and change approaches that require different interventions.Research limitations/implications – Parsimony in research models and the study of overall relations between variables does not help to understand failure to change. More integrative approaches are needed that take variety among changing organizations into account.Practical implications – Change agents should not opt for a “one best strategy” for change but choose a contingent change...
TL;DR: In this article, the authors report an exploratory study intended to capture the elements of a leader's spirituality and examine these elements against the current discussion of spiritual leadership in general, and the transcendental leadership model in particular.
Abstract: Purpose – The purpose of this paper is first to report an exploratory study intended to capture the elements of a leader's spirituality; and second to examine these elements against the current discussion of spiritual leadership in general, and the transcendental leadership model in particular.Design/methodology/approach – Within a single case study scenario, the in‐depth interview method captures the elements of the leader's spirituality. Grounded theory is used to analyze the data.Findings – The findings suggest that a spiritually driven leader's high internal locus, a strong passion for giving and caring for his followers, and spirituality epitomize the concept of transcendental leadership.Research limitations/implications – The major limitation concerns generalizability of the findings. While in‐depth studies of larger samples of spiritually driven business leaders are needed, these leaders could be drawn from different cultural settings. Using different assessment tools to measure various aspects of ...
TL;DR: In this paper, the importance of context on participants' understanding of leadership behavior in 12 companies in the German and UK chemical industries was explored empirically, and the findings indicated that it is the immediate social context in the form of organisational departments that seems to influence leadership behaviour most.
Abstract: Purpose – The purpose of this paper is to explore empirically the importance of context on participants' understanding of leadership behaviour in 12 companies in the German and UK chemical industries. In doing so, it also seeks to review existing literature on contextual influences on leadership and to look more closely at the possible conceptualisation of such contexts.Design/methodology/approach – Findings are drawn from a wider study of 105 qualitative interviews conducted in the German and UK chemical industries in 2004/2005. Textual analyses of these research data have focused on the importance and nature of different contexts, such as the immediate social, cultural, institutional and historical.Findings – The findings indicate that it is the immediate social context in the form of organisational departments that seems to influence leadership behaviour most. The influence of this context on leadership is further shaped by other contexts such as the education of employees, present occupations and nati...
TL;DR: In this paper, a confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables and the hypotheses were tested using data from 306 working software professionals in India.
Abstract: Purpose – Following Hackett et al.'s treatment of the reasonably established role of leader‐member exchange (LMX) in employee outcomes, this paper seeks to examine the mechanism which operates between LMX and various work outcomes in an attempt to bridge this gap in the literature.Design/methodology/approach – The hypotheses were tested using data from 306 working software professionals in India. Data were collected through a structured questionnaire that contained standardized scales of LMX (perceived contribution and affect), satisfaction, commitment, and citizenship behavior (loyalty).Findings – A confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.Research limitations/implications – Data were collected from a single source, direction of causality is assumed (not tested) and all the data were collected through self‐reports. Some measures are taken to control them.Practical implications – The findings have implic...
TL;DR: This article applied discriminate analysis to determine principal's leadership styles differences between genders in USA Midwest public schools, making a distinction between "servant" (seen as aligned with emotional intelligence) and "traditional" (or top-down) leadership.
Abstract: Purpose – This paper seeks to apply discriminate analysis to determine principal's leadership styles differences between genders in USA Midwest public schools. A distinction is to be made between “servant” (seen as aligned with emotional intelligence) and “traditional” (or top‐down) leadership. The debate between the traditional (or, top‐down) leadership approach, versus the servant (which is seen as aligned with emotional intelligence) leadership approach is ripe for investigation.Design/methodology/approach – E‐mail based surveys from 445 responding public school principals comprised of men (n=265) and women (n=180) were quantitatively analyzed. The self‐selected sample for the study was drawn from public schools in three Midwest states in the USA. The inventory contained 40 content items prepared on a five‐point Likert scale and one demographic question. Content and construct validity were evaluated and significant difference tests were performed. The study sought to clarify which cluster of items from...
TL;DR: In this article, the authors explored the influence of the individuals' perceptional characteristics and cultural aspects of the learning organization on organizational commitment in Korean organizational settings and found that interpersonal trust and collectivistic tendency have significant impacts on the employees' mo...
Abstract: Purpose – This research primarily aims to explore the influences of the individuals' perceptional characteristics and cultural aspects of the learning organization on organizational commitment in Korean organizational settings.Design/methodology/approach – The approach takes the form of examining the integrative determinants of performance improvement, designed as a research framework, which conceptually shows the relations among the environmental variable – supportive learning culture, individuals' characteristics – interpersonal trust, collectivistic tendency and motivation to collaborate, and organizational commitment. The samples were collected from Korean profit organizations. Confirmatory factor analysis was used to assess the construct validity of the hypothesized measures, and structural equation modeling was adapted to examine the sequential effects among the variables.Findings – The results suggest that interpersonal trust and collectivistic tendency have significant impacts on the employees' mo...
TL;DR: In this article, the authors investigated the role of leadership roles, the predictors of leadership effectiveness for Chinese managers, and the relative effects of gender and rater differences on perceived leadership roles.
Abstract: Purpose – This study sets out to investigate the leadership roles, the predictors of leadership effectiveness for Chinese managers, and the relative effects of gender and rater differences on perceived leadership roles. The study is important as it seeks to investigate whether a leadership model (the Integrated Competing Values Framework) developed for Western cultures explains the leadership behaviours of Chinese managers.Design/methodology/approach – Using a 360° feedback method, the data for the study were collected from 49 middle managers and 142 of their significant others (boss, peers and staff). The data were submitted to a repeated measures ANOVA, with role displayed and position as the within‐subjects factors and gender as the between‐subjects factor, to determine whether there were any significant main or interaction effects. A standard multiple regression was performed, between the effectiveness as the outcome and the leadership roles. This was followed by a forward regression analysis.Findings...
TL;DR: In this paper, the authors compared a group of soldiers perceived as leaders with a group perceived as non-leaders, in order to examine the hypothesis that leaders have had more leadership experiences than non‐leaders, and the sense in which the reported experiences had contributed to leadership development.
Abstract: Purpose – By comparing “leaders” with “non‐leaders” the current research attempts to shed light on the impact of early experiences on leaders' development.Design/methodology/approach – The study is presented in two parts, quantitative and qualitative. In the first (quantitative) part, a group of soldiers perceived as leaders was compared with a group of soldiers perceived as non‐leaders, in order to examine the hypothesis that leaders have had more leadership experiences than non‐leaders. Confirmation of this hypothesis led to the qualitative part, in which the sense in which the reported experiences had contributed to leadership development was explored.Findings – The leaders proved to have had more leadership experiences than non‐leaders in their youth. Such experiences impact on self‐perception as a leader, the development of self‐efficacy in leadership, and the accumulation of psychological and behavioral knowledge related to the manifestation of leadership.Practical implications – Conceptually, the s...
TL;DR: In this article, a large-scale survey was designed and distributed to 300 employees of the national university in the United Arab Emirates (UAE) to investigate supervisor-subordinate relations in a multicultural organization and establish relationships between the background of employees and leader-member (LMX) exchanges.
Abstract: Purpose – This paper aims to investigate supervisor‐subordinates relations in a multicultural organisation and establish relationships between the background of employees and leader‐member (LMX) exchanges.Design/methodology/approach – A large‐scale survey was designed and distributed to 300 employees of the national university in the United Arab Emirates. Quantitative data analysis using regression was conducted on SPSS.Findings – The quality of exchanges and relations between supervisors and subordinates is related to the work experience of employees. Leadership should be top‐down and emphasise charisma to win employees' admiration and increase satisfaction. Commitment to the organisation is related to the quality of supervisor‐subordinate relations.Research limitations/implications – The research does not analyse supervisor‐subordinate dyads across multidisciplinary boundaries. All dyads work within the same discipline.Practical implications – In a multicultural organisation, transformational leadership...
TL;DR: In this paper, a model of transformational leadership's impact on knowledge creation in diverse teams is developed based on an interdisciplinary review of literature spanning the creativity, innovation and learning literature, diversity management, top management team demography and upper echelons literature.
Abstract: Purpose – The purpose of this paper is to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting diversity perspectives. The model argues a moderating role for leadership in explaining the influence of diverse composition on team knowledge creation.Design/methodology/approach – A model of leadership's impact on knowledge creation is developed based on an interdisciplinary review of literature spanning the creativity, innovation and learning literature, diversity management, top management team demography and upper echelons literature and learning from transformational leadership research.Findings – The main contribution of this paper is the development of a model of transformational leadership's impact on knowledge creation in diverse teams based on a series of propositions. Focusing on the information/decision‐making perspective, our model depicts the role of leadership in facilitating constructive cognitive effects on knowledge creation. From the social categorisa...