Showing papers on "Transformational leadership published in 2018"
TL;DR: The authors compared three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures.
689 citations
TL;DR: The findings provide support for managers' use of transformational leadership behaviors as a useful strategy in creating workplace conditions that promote better safety outcomes for patients and nurses.
285 citations
TL;DR: Wang et al. as mentioned in this paper explored the unique effect of entrepreneurial leadership on the relationship between employees' creative self-efficacy (CSE) and innovative behavior using multi-level data from multiple sources, namely, 66 middle-level managers and their 346 subordinates from a large Chinese multinational organization.
227 citations
TL;DR: In this article, a meta-analysis investigating the effects of empowering leadership on employee work behavior is presented. But the authors focus on the individual and team levels and explore potential boundary conditions and the incremental contribution of EL over transformational leadership and leader-member exchange, concluding that both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity.
Abstract: Summary
The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta-analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.
195 citations
TL;DR: Wang et al. as discussed by the authors explored the impact of green creativity from the perspective of interactions between individuals and organizational contexts by examining three factors outside the organizational context: transformational leadership, green human resource management (GHRM), and individual factors including employees' green passion.
Abstract: Responding to environmental challenges is a new manifestation of innovation for organizations, which enables firms to gain competitive advantages by conducting innovative activities for not only themselves, but also for the whole society. In this context, much attention has been paid to “green creativity.” However, few studies have explored the impact of green creativity from the perspective of interactions between individuals and organizational contexts. Therefore, we aimed to explain the variance in employees’ green creativity by examining three factors outside the organizational context: transformational leadership, green human resource management (GHRM), and individual factors including employees’ green passion. Drawing from the ability–motivation–opportunity theory, we found that transformational leaders can inspire employees’ green passion through influencing GHRM, and ultimately positively affect employees’ green creativity. Data collected from two sources (employees and human resources managers) in medical firms in northeast China at two time points demonstrated the important effects of transformational leadership, GHRM, and employees’ green passion on green creativity, thus offering new theoretical insights and practical suggestions.
152 citations
TL;DR: Investigation of the effect of two leadership styles – Transformational and Authentic leadership on process and product innovation in higher education institutions in Jordan reveals that Transformational leadership and Knowledge sharing have a positive impact on the innovativeness of higher education institution in Jordan.
152 citations
TL;DR: This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management and identifies necessary factors for encouraging and promoting KS processes within an organization.
Abstract: Purpose
This paper aims to investigate the influence of transformational leadership (TL) and two aspects of trust (trust in a leader and trust among members, including two versions of each: “disclosure” and “reliance”) on knowledge collecting (KC) and knowledge donating (KD).
Design/methodology/approach
Structural equation modelling was used to test the effects of TL and aspects of trust on knowledge sharing (KS) processes using data collected from 336 participants at 35 large service firms.
Findings
The results showed that reliance-based trust in a leader (LR), disclosure-based trust in a leader (LD), reliance-based trust among members (MR) and disclosure-based trust among members (MD) act as mediators in the relationship between TL and KS processes. LR and MR have more significant effects on KD, whereas LD, MD and TL have more significant effects on KC.
Research limitations/implications
Future research could examine how personal characteristics (e.g. education level and working experiences) moderate the relationships between TL and KS processes.
Practical implications
From a practical perspective, the paper provides directors/managers an increased understanding of paths to success in KC and KD.
Originality/value
This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management. From a managerial perspective, this study identifies necessary factors for encouraging and promoting KS processes within an organization.
149 citations
TL;DR: In this article, a two-stage field study of 150 leader-follower dyads employing a cross-level polynomial regression analysis supported their expectation-match hypotheses and showed that followers' perceptions of laissez-faire leadership as a mediator subsequently lead to lower leader effectiveness evaluation.
149 citations
Journal Article•
143 citations
TL;DR: In this paper, the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator were investigated.
Abstract: Purpose
This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator.
Design/methodology/approach
Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling.
Findings
The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB.
Practical implications
The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits.
Originality/value
By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects.
142 citations
TL;DR: In this article, the authors explored integrative, knowledge-centered team mechanisms through which transformational leadership affects team innovative performance, and they found that transformational leaders promoted within-team knowledge sharing and team innovative performances through an integration mechanism manifest as team cooperative norms.
TL;DR: The proposed model explains 61% of the variance in performance impact, and theoretical and practical implications are provided as well.
TL;DR: In this article, the authors analyze whether and how employees' proactive personality is related to work engagement and propose that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.
Abstract: Purpose
The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.
Design/methodology/approach
The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands.
Findings
In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset.
Originality/value
The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.
TL;DR: It is suggested that TFL serves as a resource that protects employees from burning out, but also highlights the need to consider employees’ personality in perceptions of and reactions to leadership.
Abstract: Grounding our research in conservation of resources theory, we set out to shed light on the relationship between transformational leadership (TFL) and employee burnout. Specifically, we considered both thriving at work, a personal resource, and employees’ openness to experience (OTE), a key resource, to uncover whether all employees benefit equally from TFL (a contextual resource). In detail, we argued that the negative effect of TFL on employee burnout is mediated by employee thriving at work, and that employees’ OTE constitutes a boundary condition of this process. Our moderated mediation model was tested with 2 waves of data from 148 employees from a midsized German manufacturing company. The results supported our hypotheses and revealed that employees’ thriving at work mediated the link between TFL and reduced burnout. As predicted, these relationships were moderated by employees’ personality in such a way that TFL affected thriving and hence burnout of employees high on OTE, but not of employees low on OTE. Taken together, our findings suggest that TFL serves as a resource that protects employees from burning out, but also highlights the need to consider employees’ personality in perceptions of and reactions to leadership. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
TL;DR: In this article, the authors examined how nurse managers' transformational leadership relates to innovative work behavior of subordinate nurses through creative selfefficacy, trust in supervisor, and uncertainty in supervisor.
Abstract: This study examines how nurse managers’ transformational leadership relates to innovative work behavior of subordinate nurses through creative self-efficacy, trust in supervisor, and uncertainty av...
TL;DR: In this article, the antecedents of employees' environmental behavior were investigated, and the authors found that environmental sustainability at the firm level is largely shaped by and dependent on individual-level pro-environmental behavior.
Abstract: Environmental sustainability at the firm level is largely shaped by and dependent on individual-level pro-environmental behavior. Accordingly, investigating the antecedents of employees’ environmen...
TL;DR: It is indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning and could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.
Abstract: The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning.,Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method.,The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning.,The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning.,The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.,The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.
TL;DR: In this article, the authors explore the factors that underlie employees' proenvironmental behaviors (PEBs) for the success of corporate sustainability initiatives, and find that employees who saw their managers as engaging in greater environmental transformational leadership reported higher internal and external motivation.
TL;DR: In this paper, the authors examined whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction, efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS).
TL;DR: In this paper, the impact of top management transformational leadership on supply chain organizational learning and supply chain ambidexterity is examined, and the influence of uncertainty, present in the operating environment, on these relationships is evaluated.
TL;DR: In this article, the authors explored the relationship between transformational leadership and organizational performance using partial least squares with data from 200 Spanish industrial companies and found that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.
Abstract: The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly,This research explores the relationships using partial least squares with data from 200 Spanish industrial companies Analyzing the mentioned relationships in the Spanish context has been done by few researchers before,The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization,This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance
Goethe University Frankfurt1, ESCP Europe2, University of Reims Champagne-Ardenne3, University of Queensland4, Free University of Berlin5, Dokuz Eylül University6, University of Trento7, University of South Africa8, Durham University9, Katholieke Universiteit Leuven10, Erasmus University Rotterdam11, Pontifical Catholic University of Chile12, Bar-Ilan University13, University of Helsinki14, Eötvös Loránd University15, Tribhuvan University16, China Europe International Business School17, Kyoto University18, Renmin University of China19, T. A. Pai Management Institute20, BI Norwegian Business School21
TL;DR: The Identity Leadership Inventory (ILI) as discussed by the authors ) is a four-dimensional model of identity leadership that centres on leaders' management of a shared sense of "we" and "us".
Abstract: Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.
TL;DR: In this article, the authors hypothesize that transformational leadership is positively related to followers' job-crafting behavior, and that followers' promotion focus positively moderates this relationship, and conclude that daily transformational leaders can encourage their followers' use of job crafting.
TL;DR: In this paper, the authors examined whether the relationship between transformational leadership and innovative behavior is mediated by knowledge sharing within and between teams, and they concluded that knowledge sharing mediates the relationship and the indirect relationship is curvilinear.
Abstract: Studies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non-linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi-actor team-level study conducted in the USA, and (2) a longitudinal employee-level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership.
TL;DR: In this paper, the authors focus on the behaviors to develop, share, and sustain a vision for the public service and motivate public service employees to greater effort, which is a key issue for managers and scholars.
Abstract: Motivating public service employees to greater effort is a key issue for managers and scholars. Transformational leadership concerns behaviors to develop, share, and sustain a vision for the organi...
TL;DR: In this article, the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises was examined, and it was found that, although servant leadership was positively related to followers' organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant.
Abstract: The present study examines the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises. Analyzing data from 169 employees and 42 social entrepreneurs, we found that, although servant leadership was positively related to followers’ organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant. In contrast, whilst we found evidence that entrepreneurial leadership was positively related to followers’ innovative behavior, the relationship between servant leadership and employees’ innovative behavior was insignificant. Our research contributes to the underdeveloped literature on leadership in social enterprises by exploring the relative effectiveness of different leadership styles (namely an entrepreneurial leadership style and a servant leadership style) in promoting follower work attitudes ...
TL;DR: In this article, the authors identify the direct effect of employee engagement on organizational trust and investigate the indirect effect of psychological well-being and transformational leadership on the relationship between employee engagement and organisational trust.
Abstract: Both practitioners and scholars have shown a great deal of interest to study the trust factors that compels for establishing cordial interpersonal relations across society. However, in the context of organisation, the study on trust stands challenged for manifold reasons: lack of clarity between trust and productivity, lack of specificity on interventional mechanisms and the validity between trust and its possible antecedents. Therefore, the objective of this research is twofold: firstly, to identify the direct effect of employee engagement on organisational trust and secondly, to investigate the indirect effect of psychological well-being and transformational leadership on the relationship between employee engagement and organisational trust. Bootstrapping technique (Hayes, 2012) in addition to the mediation process through PRODCLIN2 was carried out during SEM analysis. The findings indicate that executives have a higher level of trust when they are able to perceive meaningful employee engagement, transformational leadership and psychological well-being from their respective employer.
TL;DR: In this paper, the authors evaluate the relationship between the appointment of women to CEO or Chair positions and firm performance, and shed light on the differences between family and non-family firms.
Abstract: We evaluate the relationship between the appointment of women to CEO or Chair positions and firm performance, and shed light on the differences between family and nonfamily firms. By using a propensity score matching approach on a sample of 394 French firms over the period 2001–2010, we find major discordances between women’s leadership style and family business expectations relative to firm performance, as measured by return on assets and Tobin’s q. Notably, our results support the conjecture that family firms, which are more conducive to transformational leadership, offer women a more appropriate climate for exercising the function of Chair than that of CEO. In contrast, women CEOs perform better in nonfamily firms. Our findings move away from the predominant focus on barriers and stereotypes images about the female leadership and support the contingency theory of leadership, which states that the effectiveness of a leadership style depends on the organization and culture in which leaders operate, and on task-related positions
TL;DR: In this article, the authors adopt a multidisciplinary perspective on the process of transformational change in volunteer tourism and adopt a qualitative semi-structured interview approach, where the authors provide an account of their volunteer tourism experiences in relation to these four transformational process elements.
Abstract: This study adopts a multidisciplinary perspective on the process of transformational change in volunteer tourism. Transformational change is understood as an individualized process which can lead to a critical awareness of the self, leading to a new self-definition. It involves four specific elements, a reflection upon the content of their knowledge, the process of knowing, the premise of what they know and the relational elements of their knowledge. Adopting a qualitative semi-structured interview approach, volunteer tourists provide an account of their volunteer tourism experiences in relation to these four transformational process elements. The results indicate that transformational change does occur through tourism, but that this is an individualized process, not an end outcome. Transformation may be strong at an internal level but it may or may not manifest in behaviour that the individual tourist him or herself is even aware of, let alone observable behaviour that researchers can quantify. It is the...