Study of Chinese bank managers shows transformational leadership, organizational structure and job characteristics are all positively related to psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Psychological Empowerment ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Transformational Leaders ◽  
Recruitment Process ◽  
Content Type ◽  
Bank Managers

Purpose The authors said that, although psychological empowerment is a well-researched topic, their study was especially valuable because it took place in a Chinese context. Design/methodology/approach The authors distributed 400 questionnaires to bank managers in Beijing, who were randomly selected through cluster sampling. In the end, 151 usable questionnaires were returned. The questionnaire used various scales to measure psychological empowerment, transformational leadership, organizational structure and job characteristics. Findings Analysis of the results showed confirmation of all three hypotheses, revealing that transformational leadership, organizational structure and job characteristics are all positively related to transformational leadership. Originality/value The authors said their study boosted the significance of transformational leaders in organizations. They also suggested that organizations should pay attention to leadership styles during the recruitment process. Meanwhile, leaders who were not displaying transformational leadership should be provided with appropriate training. Employees should also be made aware of its importance. Individual trainers and HR personnel should take note of the characteristics required of transformational leaders.

The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals

2018 ◽  
Vol 9 (2) ◽  
pp. 107-122 ◽  
Author(s):  
Imran Ahmad Shahzad ◽  
Muhammad Farrukh ◽  
Nazar OmerAbdallah Ahmed ◽  
Li Lin ◽  
Nagina Kanwal
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Organization Structure ◽  
Sampling Technique ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Content Type ◽  
Bank Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals. Design/methodology/approach Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses. Findings Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment. Originality/value The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.

Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Usman Khalid ◽  
Rabia Mushtaq ◽  
Abdul Zahid Khan ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Job Characteristics ◽  
Job Embeddedness ◽  
Transformational Leaders ◽  
Content Type ◽  
Work Settings ◽  
Leadership Research ◽  
Relationship Of ◽  
The Impact

Purpose This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics. Design/methodology/approach Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses. Findings The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

Substitutes or complements? Individual-focused and group-focused transformational leadership in different organizational structures in new firms

2017 ◽  
Vol 38 (5) ◽  
pp. 699-718 ◽  
Author(s):  
Xiumei Zhu ◽  
Mingxu Bao
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Organizational Structures ◽  
New Firms ◽  
Comprehensive Understanding ◽  
Content Type ◽  
Significant Performance ◽  
Established Firms ◽  
The Relationship

Purpose The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms. Design/methodology/approach The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China. Findings The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic. Originality/value The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

How transformational leadership facilitates e-business adoption

2017 ◽  
Vol 117 (2) ◽  
pp. 382-397 ◽  
Author(s):  
Lirios Alos-Simo ◽  
Antonio J. Verdu-Jover ◽  
Jose-Maria Gomez-Gras
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Organizational Factors ◽  
Manufacturing Firms ◽  
Digital Transformation ◽  
Transformational Leaders ◽  
Content Type ◽  
Significant Evidence ◽  
External Pressures

Purpose The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture. Design/methodology/approach The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms. Findings The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption. Originality/value Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.

Evaluating potential transformational leaders: weighing charisma vs. credibility

2018 ◽  
Vol 46 (6) ◽  
pp. 28-34
Author(s):  
Deana Raffo ◽  
Ralph Williams
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Ethical Framework ◽  
Transformational Leaders ◽  
Content Type ◽  
Business Politics ◽  
Conceptual Paper ◽  
Practical Implications ◽  
Practical Recommendations

Purpose The purpose of this paper is to explore credibility, as an alternative to charisma, as an important attribute of transformational and authentic leadership. 10; Design/methodology/approach This is a conceptual paper. From leadership literature, we discuss transformational leadership, authentic leadership, charisma, and credibility. The literature on leadership and credibility is limited, yet we provide relevant examples. Findings The authors conclude that credibility, rather than charisma, provides a more accessible and ethical framework to capture the essence of transformational and authentic leadership. Yet, charisma may enhance leadership. Practical recommendations are provided related to charisma and credibility. Practical implications Practical recommendations are given to help leaders think about charisma differently and consider credibility as a core attribute to embrace in leading others. 10; 10; Originality/value The literature on credibility and leadership is limited, but this topic is frequently discussed in business, politics, religion, media, etc.

Transformational leadership and four-dimensional commitment

2018 ◽  
Vol 37 (9/10) ◽  
pp. 666-683 ◽  
Author(s):  
Talat Islam ◽  
Jawad Tariq ◽  
Bushra Usman
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Design Methodology ◽  
Job Characteristics ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator. Design/methodology/approach The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry. Findings The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC. Research limitations/implications The data for this study were collected at one point of time and it has implications for the policymakers and bankers. Originality/value The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.

The relationship between transformational leadership, task performance and job characteristics

2014 ◽  
Vol 33 (4) ◽  
pp. 410-420 ◽  
Author(s):  
Eliane Bacha
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Leadership Style ◽  
Job Characteristics ◽  
Transformational Leaders ◽  
Content Type ◽  
Management Level ◽  
Service Sectors ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to study the relationship between transformational leadership, task performance and perceived measures of job characteristics in French firms. Design/methodology/approach – A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. Findings – The results of the study show that there is a partial relationship between transformational leadership and follower task performance on one hand and, between transformational leadership and follower perceptions of core job characteristics on another hand. Research limitations/implications – The majority of the firms are big ones. Hence, we recommend that our findings be replicated across a sample of firms where small, medium and big ones are presented proportionally. Also, transformational leadership, job characteristics and task performance measures exhibited restrictions in that they depend on the perception of employees and leaders. Practical implications – This research showed that French leaders based in Northern France and in Paris and its suburbs cannot be considered as transformational leaders. Second, French firms need to take into account in the recruitment process the gender of the person especially for positions in the middle or top management level since the study revealed that the gender plays a role in the leadership style. Originality/value – In this study, we took also into account the gender of the leader when studying the relationship between transformational leadership, task performance and job characteristics.

Organizational structure and innovation: analysis from the strategic co-alignment

2016 ◽  
Vol 29 (4) ◽  
pp. 388-406 ◽  
Author(s):  
Diego Armando Marín-Idárraga ◽  
Juan Carlos Cuartas
Keyword(s):  
Organizational Structure ◽  
Organizational Performance ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Empirical Validation ◽  
Content Type ◽  
Determining Factors ◽  
Structural Variables ◽  
Innovation Analysis

Purpose The purpose of this paper is to determine the effect of the co-alignment of structural variables on innovation, wherein Bogotá-based SMEs, belonging to the industrial, commercial and services sectors, were used as samples. Design/methodology/approach The study was conducted using a causal inference methodology and through the application of a structural equation model. Findings The results indicate that organizational structure has an influence on innovation, although this is true only for some variables and only when the analysis is performed separately. When performed under strategic co-alignment conditions, however, its influence becomes greater. Originality/value Organizational structure and innovation are determining factors of organizational performance. Although the strategic co-alignment theory has provided points of reference to understanding the phenomenon of organizational performance, there are still many gaps left to be filled. Additionally, it also requires empirical validation especially in relation to Colombian SMEs – and this is where this work makes a contribution.

The impact of transformational leadership on employees’ acceptance to change

2018 ◽  
Vol 48 (4) ◽  
pp. 559-578 ◽  
Author(s):  
Ritu Tayal ◽  
Rajesh Kumar Upadhya ◽  
Mohit Yadav ◽  
Santosh Rangnekar ◽  
Reena Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Association ◽  
Mediating Effects ◽  
Content Type ◽  
Bank Managers ◽  
Innovative Behaviour ◽  
Service Oriented ◽  
Employee Acceptance ◽  
The Impact

Purpose The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association. Design/methodology/approach In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013). Findings The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT. Practical implications The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking. Originality/value The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.

scholarly journals The influences of transformational leadership on employee employability

2019 ◽  
Vol 41 (1) ◽  
pp. 101-118 ◽  
Author(s):  
Xie Yizhong ◽  
Yevhen Baranchenko ◽  
Zhibin Lin ◽  
Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Organizational Support ◽  
Job Characteristics ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Line Manager ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.

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