Visionary leadership and employee creativity in China

2018 ◽  
Vol 39 (1) ◽  
pp. 93-105 ◽  
Author(s):  
Lulu Zhou ◽  
Shuming Zhao ◽  
Feng Tian ◽  
Xufan Zhang ◽  
Stephen Chen
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Leadership Style ◽  
Employee Performance ◽  
Goal Orientations ◽  
Visionary Leadership ◽  
High Tech ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

scholarly journals A link between knowledge sharing and managers’ characteristics

2018 ◽  
Vol 39 (8) ◽  
pp. 1024-1036 ◽  
Author(s):  
Jana Matošková ◽  
Lucie Macurová ◽  
Lucie Tomancová
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Principal Axis ◽  
Empirical Work ◽  
Positive Association ◽  
Significant Positive Association ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Principal Axis Factor

Purpose The purpose of this paper is to examine whether and to what extent knowledge-oriented leadership (KOL) is associated with knowledge sharing (KS) in an organization as well as the dimensions of this leadership style. Design/methodology/approach Opinion-based questionnaires were applied in the study. A principal axis factor analysis was conducted to find the main factors in KOL (n=236). The relationship between KS and KOL was tested with Pearson’s correlation coefficient method. Findings The findings support the importance of high-quality leader–member exchange for KS because KOL had a strong significant positive association with the extent of KS in the organization (n=96, r=0.521). The principal axis factor suggested three factors, all of which were moderately significantly related to KS: the perceived support from the superior, enough time for KS and information flow from the superior. Research limitations/implications The research design in this study was cross-sectional. Thus, the interpretations of the cause–effect relationship among the variables could not be determined. Furthermore, the findings should be confirmed using a larger sample. Practical implications The study indicates that if innovativeness and the use of human capital are important for an organization’s competitive ability, it is vital to train managers to be able to apply KOL. Originality/value Few studies have addressed the relationship between leadership and KS. Hence, this study contributes to a better understanding of the relation between KS and KOL style. Additionally, KOL is probably a multidimensional construct, but little empirical work has been done to explore it.

Remapping the construct of paternalistic leadership

2019 ◽  
Vol 40 (7) ◽  
pp. 764-776 ◽  
Author(s):  
Wai Kwan Lau ◽  
Loan N.T. Pham ◽  
Lam Dang Nguyen
Keyword(s):  
Leadership Style ◽  
Employee Performance ◽  
Reliability And Validity ◽  
Three Dimensions ◽  
Full Time ◽  
Measurement Instruments ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Benevolent Leadership ◽  
The Relationship

Purpose The purpose of this paper is to lay the necessary conceptual and empirical groundwork that advances knowledge about paternalistic leadership (PL). PL is reinterpreted as a leadership style consisting of authoritative, moral and benevolent leadership. The mediating role of trust is examined, and a formal, unified construct model of PL is suggested through evidence of construct validity. Design/methodology/approach An on-site survey was used to collect data from 312 full-time employees in nine organizations in China. Factor analysis, reliability and validity test, and an analysis of bivariate correlations were conducted. Findings The new construct of PL achieved a positive alignment and coherence among the three dimensions. Subordinates’ trust was found to be critical for paternalistic leaders to be perceived as effective leaders. Research limitations/implications Leadership and its effectiveness were examined only at the dyadic level. The levels of the supervisors and their effectiveness differ because some were from middle management, whereas others were from first line managers. Practical implications Trust is an important explanatory mechanism for the relationship between PL and employee performance, especially in China. It is a key factor that creates loyalty and builds a good relationship between leaders and subordinates. Social implications Trust signals a strong sense of sharing within the relationship. It induces positive emotional feelings in their leader by the subordinates and, therefore, taps into positive evaluations about the effectiveness of their leader. Originality/value This study developed the theoretical underpinnings and provided measurement instruments for PL. It offered a formal, unified construct model of PL.

Setting an ethical example with authentic leadership

2019 ◽  
Vol 27 (6) ◽  
pp. 13-15
Keyword(s):  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Employee Performance ◽  
Climate Impacts ◽  
Workplace Climate ◽  
Content Type ◽  
Pertinent Information ◽  
The Relationship ◽  
Positive Effect ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how authentic leadership (AL), workplace climate, knowledge sharing, and employee performance interrelate based on data from people working in two telecommunications firms in Jordan. A highly ethical and moral AL style has a positive effect on an employee's performance and creativity. Furthermore, the workplace climate impacts the relationship between AL and creativity, and knowledge sharing impacts the relationship between AL and the workplace climate. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals THE MEDIATING EFFECT OF PROACTIVE KNOWLEDGE SHARING AMONG TRANSFORMATIONAL LEADERSHIP, COHESION, AND LEARNING GOAL ORIENTATION ON EMPLOYEE PERFORMANCE

2021 ◽  
Vol 22 (2) ◽  
pp. 470-481
Author(s):  
Layaman Layaman ◽  
Pahlawansjah Harahap ◽  
Indi Djastuti ◽  
Aan Jaelani ◽  
Diana Djuwita
Keyword(s):  
Transformational Leadership ◽  
Data Collection ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Employee Performance ◽  
Theoretical Models ◽  
Mediating Effect ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
The Relationship

The background of this study is based on the controversial relationship between transformational leadership and employee performance. Empirical and theoretical models resolve the controversy by building a new concept based on proactive knowledge sharing. The study established the influence of transformational leadership, cohesion and learning goal orientation on proactive knowledge sharing and employee performance. A total of 7 hypotheses were developed to solve the study problem, while purposive sampling was used in data collection. The respondents consisted of 6 employees of Sharia Banking in Indonesia. The SEM results indicate that five hypotheses were significant, while 2 were insignificant. Furthermore, proactive knowledge sharing strongly mediates the relationship between the studied variables. These results confirm the withdrawal of the new concept in improving employee performance.

Organizational culture as moderator in the relationship between organizational reward on knowledge sharing and employee performance

2019 ◽  
Vol 38 (7) ◽  
pp. 538-560 ◽  
Author(s):  
Abdul Rohim ◽  
I Gede Sujana Budhiasa
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Municipal Government ◽  
Employee Performance ◽  
Content Type ◽  
Local Agency ◽  
Market Culture ◽  
Clan Culture ◽  
Organizational Rewards ◽  
The Relationship

Purpose The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government. Design/methodology/approach The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division. Findings Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing. Originality/value This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).

Visionary leadership and its relationship to organizational effectiveness

2014 ◽  
Vol 35 (6) ◽  
pp. 566-583 ◽  
Author(s):  
Colette M. Taylor ◽  
Casey J. Cornelius ◽  
Kate Colvin
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Skills ◽  
Visionary Leadership ◽  
Content Type ◽  
Factors Affecting ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

scholarly journals A STUDY ON EFFECT OF LEADERSHIP STYLES ON EMPLOYEES PERFORMANCE IN LOCAL COURIER COMPANY: THE CASE OF “POS LAJU” IN Malaysia

2018 ◽  
Vol 1 (1) ◽  
pp. 14-20
Author(s):  
MUHAMAD FIKRI BIN FAUZAN
Keyword(s):  
Employee Engagement ◽  
Leadership Style ◽  
Positive Relationship ◽  
Employee Performance ◽  
Visionary Leadership ◽  
Leader Influence ◽  
Courier Service ◽  
Visionary Leader ◽  
The Relationship ◽  
A Company

Leadership ability have a great impact in organization where it need an effective approach in managing the employee. In courier service company, the excellent of a company is based on the act of a leader where the interactions between employers and employees will determine the direction whether the company will achieve the organization goal or otherwise. This study presents a capable visionary leader influence on employee’s performance where the analysis for the employee’s performance was conducted to measure the affection on visionary styles. To perform this task Statistical Package for Social Science (SPSS) programs was used to make the analysis.to get the relationship between the visionary leader and employees performance. The result indicates that visionary styles have a positive relationship on employees performance. The analysis finding shows that the job satisfaction, employee engagement and employee attitude have a positive relationship with the visionary leader but only two variable in employee performance is accepted. From the point, we will find that this company have a capable leadership style that can influence employees in Pos Laju Company. The courier services company Pos Laju higher management should use this visionary leadership ability that could influence on their employees to ensure a better affection toward employees performance.  

Networking behavior: from goal orientation to promotability

2016 ◽  
Vol 45 (5) ◽  
pp. 907-927 ◽  
Author(s):  
Yin-Mei Huang
Keyword(s):  
Goal Orientation ◽  
Goal Orientations ◽  
Mediating Effect ◽  
Nomological Network ◽  
Performance Goal ◽  
Community Based ◽  
Content Type ◽  
Professional Activities ◽  
Networking Behavior ◽  
The Relationship

Purpose – Networking behaviors assist individuals in doing their jobs better and advancing their careers. However, most research emphasizes the effects of job characteristics on networking behaviors, neglecting the effects of individual differences in goal orientations. Moreover, few studies investigate the prospective evaluation of promotability and the mediating effect of networking behavior on the relationship between goal orientation and promotability. Thus, the purpose of this paper is to clarify the nomological network and to expand the domain of networking behavior by identifying networking as career- and community-based networking behaviors and by examining the differential relationships among goal orientation, networking behaviors, and promotability. Design/methodology/approach – This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Questionnaires addressing both networking behavior and goal orientation were distributed to employees, and one week later their supervisors were sent another survey about employees’ promotability evaluations. Findings – Learning goal orientation was positively related to both career- and community-based networking behaviors. Performance goal orientation was also positively related to career-based networking behaviors, but negatively related to community-based networking behaviors. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability. Results also show that career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, mediated the relationship between goal orientation and promotability. Research limitations/implications – This study addresses the importance of distinguishing between networking behaviors as career based and networking behaviors as community based and shows that these two sets of networking behaviors arise from different goal orientations and have differential effects on supervisory evaluation of promotability. Practical implications – By linking networking behavior with promotability, this study helps managers understand how employees’ enactment of specific networking behaviors can facilitate both the employees’ career development and the employees’ placement in important organizational positions. Originality/value – This study fulfills an identified need to understand the nomological network of networking behavior.

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