Showing papers on "Transformational leadership published in 2021"

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

Abstract: The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden‐and‐build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.

A meta-analytic review of the consequences of servant leadership : the moderating roles of cultural factors

Abstract: The past decade has witnessed growing interests in empirically examining the effectiveness of servant leadership in management research. Our study reviews the literature on servant leadership and analyzes the relationship between servant leadership and its outcome variables. Drawing on social exchange theory, this study uses meta-analysis and find that servant leadership is positively related to followers’ job-related outcomes (e.g., psychological empowerment, organizational commitment, service quality), leader-related outcomes (e.g., leader effectiveness), and group-related outcomes (e.g., group service performance). Further, we find that the relationships between servant leadership and its outcomes are moderated by cultural factors (i.e., traditionality, masculinity, individualism, and power distance). Finally, we examine the incremental validity of servant leadership by taking transformational leadership into account and comparing their effects on job performance and organizational citizenship behavior (OCB) via leader-member exchange (LMX). Implications for theory and practice are discussed, and an agenda for future research is proposed.

Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing

Abstract: Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing.,The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms.,Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost.,To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation.,The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources.,This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty

Abstract: Transformational leadership has been acknowledged as an important influencing factor in knowledge management and innovation systems across a range of industries. However, there is a lack of researc...

Environmentally specific transformational leadership and team pro-environmental behaviors: The roles of pro-environmental goal clarity, pro-environmental harmonious passion, and power distance:

Abstract: Does environmentally specific transformational leadership promote team pro-environmental behaviors? If so, why and when? Using the cognitive-affective processing system framework, we explore the id...

Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

Abstract: The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.,We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.,The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.,This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change

Abstract: Linking social bond theory and psychological contract theory, this study examined the influence of transformational leadership on employee championing behavior and tested the mediating role of trust in leadership between transformational leadership and championing behavior in the context of organizational change. This study collected data through a questionnaire survey from 300 full-time employees who were working in Bangladesh’s banking sector. The structural equation modelling technique was used to test the proposed hypothesizes. The results of this study reveal that transformation leadership significantly influences employee trust in leadership and championing behavior during organizational change. Also, this study uncovers the mediating effect of trust in leadership in the relationship between transformational leadership and employee championing behavior during organizational change.

Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction

Abstract: Prior research highlighted the significance of transformational leadership in predicting important job outcomes using different mechanisms. However, psychological safety and pro-environmental behav...

The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector

Abstract: Purpose: This empirical research draws on the existing theory of transformational leadership, adaptive culture and organizational resilience, and investigates the effect of the elected TQM leadership style “transformational leadership” through the mediating effect of adaptive culture on organizational resilience, that is the key of survival during crises like the recent COVID-19 pandemic, which has severely impacted the business globally. Design/methodology/approach: This study exploited a cross-sectional online questionnaire of a random sample of Dubai service firms, with the unit of analysis being at the firm level. In total, 379 usable responses were received. Regression analysis was conducted to test hypotheses. Findings: The overall findings of this study supported that transformational leadership is positively associated with both adaptive culture and firm's resilience and significantly impacts them. Adaptive culture was found partially mediating the effect of transformational leadership on organizational resilience. Practical implications: The research findings provide important insights to practitioners (managers and leaders) to better improve their transformational qualities, as these qualities are expected to improve the organizational adaptive cultures and capacity of resilience. Originality/value: To the best of the authors' knowledge, this is one of the first studies to examine the transformational leadership effect on organizational adaptive culture and firm's resilience. This investigation expands the boundaries of leadership style theory into new arenas, attempting to partially address the identified knowledge gap in this vein. © 2021, Emerald Publishing Limited.

Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review

Abstract: Healthcare organisations are social systems in which human resources are the most important factor Leadership plays a key role, affecting outcomes for professionals, patients and work environment The aim of this research was to identify and analyse the knowledge present to date concerning the correlation between leadership styles and nurses’ job satisfaction A systematic review was carried out on PubMed, CINAHL and Embase using the following inclusion criteria: impact of different leadership styles on nurses’ job satisfaction; secondary care; nursing setting; full-text available; English or Italian language From 11,813 initial titles, 12 studies were selected Of these, 88% showed a significant correlation between leadership style and nurses’ job satisfaction Transformational style had the highest number of positive correlations followed by authentic, resonant and servant styles Passive-avoidant and laissez-faire styles, instead, showed a negative correlation with job satisfaction in all cases Only the transactional style showed both positive and negative correlation In this challenging environment, leaders need to promote technical and professional competencies, but also act to improve staff satisfaction and morale It is necessary to identify and fill the gaps in leadership knowledge as a future objective to positively affect health professionals’ job satisfaction and therefore healthcare quality indicators

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis:

Abstract: Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize ...

Linking Entrepreneurial Orientation with Innovation Performance in SMEs; the Role of Organizational Commitment and Transformational Leadership Using Smart PLS-SEM

Abstract: Entrepreneurial orientation has become an enormously significant construct in the innovation studies literature. Predominantly for SMEs, its role has been widely recognized in almost all regional contexts across the globe. The present study is aimed at investigating the effects of entrepreneurial orientation, transformational leadership and organizational commitment on innovation performance. The data for the present study were collected from 1095 employees working at various levels in SMEs. The present study used partial least square structural equation modeling to examine the constructed hypotheses. The findings suggested the significantly positive direct relationships among entrepreneurial orientations, organizational commitment and innovation performance. Besides, organizational commitment positively mediated the relationships between entrepreneurial orientation and innovation performance. Additionally, this study also found the significant moderation of transformational leadership among entrepreneurship orientation and organizational commitment. Leaders of small and medium-sized enterprises should practice entrepreneurial orientation (innovativeness, proactiveness, and risk-taking) and transformation leadership (articulating a compelling vision, focus on goal achievement, and creative problem solving) to enhance the innovation performance of their firms. Moreover, this study provides a robust mechanism for leaders at SMEs to develop strategies for enhancing the willingness of the firms to bring innovation and offer new products and services. The policymakers should enhance the emotional attachment of employees with their firms, sense of moral obligation to remain with the firm which will, in turn, increase the organizational commitment of employees for innovation performance. The study provides empirical evidence to the resource-based view in the context of SMEs. The study delivers solid theoretical and practical implications to experts, leaders and policymakers.

New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction

Abstract: To promote innovativeness and efficiency, an increasing number of firms have adopted New ways of working (NWW). However, it is not clear what effect NWW has on innovation-related outcomes, such as intrapreneurial behaviour. Therefore, we provide a first investigation on the relation between the facets of NWW and intrapreneurial behaviour, while testing transformational leadership and co-worker social interaction as mediators. We use a sample of 254 employees of the Dutch working population and apply the Preacher and Hayes’ (Behav Res Methods 40(3):879–891, 2008) bootstrap method for multiple mediation to test our hypotheses. We find that NWW facets time- and location-independent work and management on output are positively related to intrapreneurial behaviour. In addition, we find that the relation between a freely accessible open workplace and intrapreneurial behaviour is mediated by transformational leadership. However, we find no relationship between co-worker social interaction and intrapreneurial behaviour and thus no mediating role for social interaction. Our research adds to the budding literature on the effects of NWW and to the literature on the determinants of intrapreneurial behaviour. We conclude that implementation of several NWW facets and a transformational leadership style could help foster intrapreneurial behaviour among employees, and that future research that further enhances the measurement of the NWW facets and investigates its configurational effects on intrapreneurial behaviour is welcome.

Transformational leadership and digital skills in higher education institutes: During the covid-19 pandemic

Abstract: Objectives : Recently, due to special conditions that the global community is experiencing (Covid-19), there is growing interest in research in educational leadership, especially in higher education, which will create an environment embedded in a collaborative culture, open to improvements, testing, and often unexpected challenges. Among the different forms of educational leadership, transformational leadership is recognized as the most appropriate for application in higher education, as it focuses on the division of leadership among academics with different skills in order to manage in a collective way the range of leadership duties required in different contexts. Methods/Analysis : This view is also reflected in this research paper, which focused on the degree of three specific forms of leadership (transformational leadership, transactional leadership, and leadership to be avoided) by members of the Senate of the University of Peloponnese. Descriptive and inductive methods of statistical analyses were applied for the interpretation of results. Findings : Notably, the findings indicate that leadership outcome has a strong positive correlation with transformational leadership and negative correlation with passive-to avoid leadership, confirming that higher transformational leadership implies greater efficiency and satisfaction for employees. Novelty/Improvement : A high degree of passive leadership coexists with the corresponding negative degree of implementation of digital leadership. Doi: 10.28991/esj-2021-01252 Full Text: PDF

Transformational Leadership and Human Capital within the Disruptive Business Environment of Academia.

Abstract: Abstract Purpose – The purpose of this paper is to examine the impact of transformational leadership on the cultivation of human capital in an academic setting from the perspective of university employees Design/methodology/approach – Quantitative data was collected from a range of staff working within three universities located in Jordan using an online questionnaire survey. The focus was on identifying which factors of transformational leadership were perceived as having the greatest potential contribution towards developing human capital and if there was a consensus amongst staff about these factors Results – 131 staff members submitted a completed questionnaire giving a response rate of 93%. Respondents generally had a good understanding of the concepts of human capital and transformational leadership, but the way in which transformational leadership was perceived to impact on human capital differed. Conclusion – Overall, the findings from the survey, consistent with other similar studies, confirmed that there was a correlation between transformational leadership and human capital in the context of academia from the perspective of staff. Research limitations/implications – The study confirms the need for leaders in academia to consider the leadership approach that is adopted to ensure that human capital, which is one of its main assets, is supported and developed appropriately Practical implications – The paper describes implications for leaders in higher education, as well as more broadly for educators who are attempting to develop human capital in their organisations Originality/value – This paper expands upon a developing field in leadership in higher education Keywords: Transformational Leadership; Human Capital; Academia; Disruptive Business Environment

Influence of transformational leadership on role ambiguity and work–life balance of Filipino University employees during COVID-19: does employee involvement matter?

Abstract: This research examines the influence of transformational leadership on role ambiguity and work–life balance of university employees in the Philippines during the COVID-19 pandemic. The study also a...

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Abstract: Purpose: Knowledge management (KM) is associated with higher performance and innovative culture; KM can help public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study explores the nature and causes of this inertia within the context of UAE public sector. Methodology/approach: Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable knowledge management adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE government and case organisation documents. Findings: The results show transformation leadership, external factors, and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in public sector. In addition, we develop a new model (relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and 4 external factors), and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Originality/value: Inertia in public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which in turn has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy, and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in public sector), four propositions and a new two-stage process model for KM adoption in public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from literature

Volunteer Tourism as a Transformative Experience: A Mixed Methods Empirical Study:

Abstract: In an effort to combine tourism with pro-social giving and personal development, more and more people choose to go abroad on volunteer tourism trips. We explore the potential transformational influ...

A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior

Abstract: This study is an empirical study on the impact of change management on organizational innovation through innovative behavior in the public sector. The independent variables are the four elements of change management (organizational goal, transformational leadership, participation and communication, education and training), the dependent variable is organizational innovation, and the mediating variable is the innovative behavior of members. The data used for the analysis is the Public Service Recognition Survey 2018 by KIPA (the Korea Institute of Public Administration). Hayes’ Process Macro analysis (Model 4) was performed to verify the mediating variable. As a result of the analysis, it was found that change management factors have a positive effect on innovative behavior and organizational innovation. In addition, public officials’ innovative behavior played a mediating role between change management and organizational innovation. It was confirmed that the innovative behavior of organizational members is essential to achieve organizational innovation. Among the factors of change management, participation and communication had the highest influence on innovative behavior and organizational innovation.

How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support

Abstract: This study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS.,Using a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan.,The findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS.,Organizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices.,This research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context.

The transformative leadership compass: six competencies for digital transformation entrepreneurship

Abstract: PurposeIn the digital age, companies require leaders to foster digital transformation entrepreneurship, i.e. the organisational attitude and orientation of the creation of a new business or the development of an existing business by having at the core or embracing digital transformation as the continuous development and application of digital knowledge for companies' value creation. This paper identifies six critical competencies distinguishing the transformative leadership profile supporting enterprises' digital transformation development.Design/methodology/approachThe paper, through a critical literature review focussing on three research streams, i.e. wise, transformative and digital leadership, addresses the following research question: What competencies characterise a digital transformative leader promoting and encouraging digital transformation entrepreneurship? Methodologically, first, explorative analysis of the literature has been carried out exploring the role and relevance of leadership in driving companies' digital transformation. Second, focussing on the three leadership perspectives, wise, transformative and digital, the critical features distinguishing each view have been identified. A set of hypotheses has been formulated to develop a framework to profile a digital transformative leader. In the third stage, the framework of the digital transformative leadership compass has been developed.FindingsThe paper profiles the digital transformative leader, a critical figure in companies competing in the digital age to nurture digital transformation entrepreneurship. Six specific competencies are synthesised and proposed throughout the transformative leadership compass. It is presented as an interpretative framework helpful to understand what affects the organisational culture and behaviours driving digital transformation. The proposed model defines theoretical foundations to operationalise an assessment framework and developing empirical research about leadership characteristics hampering and enabling successful companies' digital transformation.Originality/valueThe study proposes a novel framework based upon a critical analysis of the leadership literature. Combining insights gathered from the literature review on transformative, wise and digital leadership, the need for nurturing a transformative digital leadership allowing enterprises to stay competitive and able to change and adapt to the scenario's evolution emerged. Accordingly, the paper defines the digital transformative leader as a leadership profile sustaining organisational and digital transformation. The transformative leadership compass is proposed as a model to outline the critical competencies distinguishing a digital transformative leader capable of driving continuous company innovation and specifically digital transformation entrepreneurship.

The effect of instructional, transformational and spiritual leadership on elementary school teachers’ performance and students’ achievements

Abstract: Persistence for achievement reflected from the willingness and determination of principal to implement quality leadership will facilitate the improvement of teachers’ performance, and the two will be the determinant factors for the students’ ultimate achievement. This study aims at analyzing empirical data on the effect of instructional, transformational and spiritual leadership as independent variables, with school quality as the dependent variable. In addition, the intervening variable is teachers’ performance. This study employed the quantitative approach in which samples of 181 teachers were re taken using the proportional random sampling technique. All data were then analysed using the SEM technique with the AMOS 24 application. The findings show that: (1) there is a direct effect of instructional leadership on teachers’ performance, transformational leadership on teachers’ performance, spiritual leadership on teachers’ performance, instructional leadership on students’ achievement, transformational leadership on students’ achievement, spiritual leadership on students’ achievement, and teachers’ performance on students’ achievement. In addition, (2) there is an indirect effect of instructional leadership on students’ achievement through teachers’ performance, transformational leadership on students’ achievement through teachers’ performance and spiritual leadership on students’ achievement through teachers’ performance.

Employees’ self-determined motivation, transformational leadership and work engagement

Abstract: While research on the role of employees' characteristics as core to transformational leadership theory is burgeoning, limited research has focused on the differing aspects of employees' self-determined motivation as mediating mechanism through which transformational leadership may impact outcomes. Drawing on the self-determined theory of motivation, we build and test a theoretical model linking employees' perceptions of transformational leadership with engagement through an intervening variable of differing aspects of employees' self-determined motivation. Data from a sample of 155 participants revealed that employees' perceptions of transformational leadership were positively related to employees' self-determined motivation (intrinsic, autonomous, and controlled) and work engagement. Specifically, self-determined motivation (intrinsic, autonomous) was positively linked with work engagement while intrinsic, autonomous and controlled dimensions of self-determined motivation mediated the relationship between transformational leadership and work engagement. We discuss the theoretical and practical implications of the results.

Managing Employee Performance: From Leadership to Readiness for Change

Abstract: This study aimed to measure the effect of transformational leadership and readiness for change on employee performance of the employee of a chemical industry. In this study, readiness for change is mediating variable. Data was collected from 220 returned questionnaire of samples taken by random sampling. Data was analysed using SEM method with SmartPLS 3.0 software. The results of this study showed that transformational leadership had a significant effect on readiness for change, transformational leadership and readiness for change have a significant effect on the employee performance, readiness for change have a positive and significant effect on the relationship between transformational leadership and employee performance. Readiness for change functioned as a partial mediator. This new research proposed a model for managing employee performance among the employee of the chemical industry in Indonesia through developing transformational leadership practice with readiness for change as a mediator. This research could pave the way to improve employee readiness in facing the era of industrial revolution 4.0.

The Effect of Transformational Leadership on Achieving Effective Decisions in the Presence of Psychological Capital as an Intermediate Variable in Private Jordanian Universities in Light of the Corona Pandemic

Abstract: This study aimed to discover the role of psychological capital in the impact of transformational leadership on taking effective decisions in Jordanian private universities in light of the Corona Pandemic The sample included (108) respondents while the study population consisted of the lecturers of the (6) private Jordanian universities in the capital Amman The researchers resorted to multiple and Stepwise linear regression in order to test the effect of transformational leadership on the effectiveness of management decisions The researchers also used Hierarchical Regression to test the role of psychological capital in this effect as an intermediate variable After analyzing the study data, it was revealed a high level of awareness of the importance of the leadership style The results also showed interest in Jordanian universities in taking efficient decisions that contribute to addressing various types of crises, including the current crisis linked to the Corona pandemic The results of the study also indicated that there is an effect of transformational leadership in terms of its all dimensions (ideal effect, inspirational motivation, intellectual excitement, empowerment) on achieving the effectiveness of decisions in terms of its dimensions (quality of the decision, the timing of decision) in private Jordanian universities in light of the Corona pandemic Given the direct and indirect impact of each dimension of transformational leadership, psychological capital has an intermediate role in the influence of transformational leadership style on the effectiveness of decisions in private Jordanian universities when studying the dimensions of the use of transformational leadership combined