Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

2019 ◽  
Vol 23 (5) ◽  
pp. 836-859 ◽  
Author(s):  
Sarra Berraies ◽  
Syrine Zine El Abidine
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Least Squares Method ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
Exploratory Innovation ◽  
Ambidextrous Leadership

PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Transformational and Transactional Leadership in Interuniversity Athletics Management

1996 ◽  
Vol 10 (3) ◽  
pp. 292-309 ◽  
Author(s):  
Alison J. Doherty ◽  
Karen E. Danylchuk
Keyword(s):  
Transactional Leadership ◽  
Leader Behavior ◽  
Leader Effectiveness ◽  
Athletic Administrators ◽  
Intellectual Stimulation ◽  
Athletic Department ◽  
Extra Effort ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
The Impact

This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N= 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

scholarly journals Transformational and transactional leadership and skills approach

2018 ◽  
Vol 14 (4) ◽  
pp. 245-259 ◽  
Author(s):  
Majd Megheirkouni ◽  
Amarachi Amaugo ◽  
Shehu Jallo
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Quantitative Methods ◽  
Negative Consequences ◽  
Content Type ◽  
Effective Selection ◽  
Transformational And Transactional Leadership ◽  
Conceptual Skills ◽  
Why Questions ◽  
The Relationship

Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

2017 ◽  
Vol 21 (02) ◽  
pp. 1750015 ◽  
Author(s):  
TEBOGO SETHIBE ◽  
RENIER STEYN
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Negative Relationship ◽  
Intellectual Stimulation ◽  
Interaction Terms ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

Leadership in the safety sense: where does perceived organisational support fit?

2019 ◽  
Vol 39 (1) ◽  
pp. 50-67 ◽  
Author(s):  
Seth Ayisi Addo ◽  
Kwasi Dartey-Baah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Power Transmission ◽  
Content Type ◽  
Mediating Role ◽  
Organisational Support ◽  
Transformational And Transactional Leadership ◽  
Perceived Organisational Support

Purpose The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

EFFECT OF LEADERSHIP STYLES ON FINANCIAL PERFORMANCE: MEDIATING ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATIONS CASE OF KNOWLEDGE-INTENSIVE FIRMS

2019 ◽  
Vol 23 (03) ◽  
pp. 1950020 ◽  
Author(s):  
SARRA BERRAIES ◽  
BELGACEM BCHINI
Keyword(s):  
Transformational Leadership ◽  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Quantitative Research ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
And Performance

The purpose of this research is to investigate the effect of transformational and transactional leadership styles on firms’ financial performance in a context of knowledge-intensive firms and the mediating role of exploitative and exploratory innovations in this relationship. To achieve this purpose, a quantitative research was conducted on 201 top executives working in knowledge-intensive firms in the context of an emerging country, namely Tunisia. The data analysis was performed via the structural equation modelling method. As a result, the empirical study revealed that the transformational leadership style is a key determinant of exploitative and exploratory innovations and firms’ financial performance. In this perspective, the two types of innovation partially mediate the link between transformational leadership and financial performance. However, transactional leadership affects only exploitative innovation. This original study offers a better understanding of the contribution of the transformational and transactional leadership styles on exploitative and exploratory innovations and the firms’ financial performance in a context of firms’ intensive knowledge. It offers a reading grid for managers of knowledge-intensive firms to better lead and identify key elements that may boost the firms’ innovation ambidexterity and performance.

scholarly journals The relevance of leadership styles and Islamic work ethics in managerial effectiveness

2020 ◽  
Vol 4 (3) ◽  
pp. 189-207
Author(s):  
Sarfaraz Javed ◽  
Azam Malik ◽  
Mutaz Minwer Hala Alharbi
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Essential Element ◽  
Mediation Effect ◽  
Managerial Effectiveness ◽  
Content Type ◽  
Work Ethics ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Level Model

Purpose Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness. Design/methodology/approach Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS. Findings Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness Originality/value Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

Examining transformational and transactional leadership styles and safety citizenship behaviors in the power distribution sector: evidence from Ghana

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kwasi Dartey-Baah ◽  
Samuel Howard Quartey ◽  
Angeline Adotey
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Power Distribution ◽  
Pearson Correlation ◽  
Citizenship Behaviors ◽  
Distribution Centers ◽  
Cross Sectional ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
Distribution Sector

Purpose This study aims to investigate the influence of transformational and transactional leadership styles and their related dimensions on safety citizenship behaviors (SCBs) in the power distribution sector (PDS) in Ghana. Design/methodology/approach As a cross-sectional survey approach, questionnaires were used to collect data from managers of power distribution centers. Valid questionnaires were retrieved from 197 managers across four power distribution centers. The hypotheses were tested using Pearson correlation analysis and standard multiple regression analysis. Findings The results revealed that both transformational and transactional leaders have a positive influence on SCBs. The results also showed that some of the dimensions of transformational and transactional leadership styles cannot strongly predict SCBs in the PDS. Research limitations/implications The study was limited by the use of cross-sectional data which did not allow the study to examine any changes in some of the constructs examined with time. The results are occupation-, industry- and country-specific. Practical implications Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for SCBs and for mitigating the socioeconomic consequences of unsafe employee behaviors. Originality/value The paper’s principal theoretical contribution is the application of social exchange theory toward an understanding of SCBs in a high-risk sector. Energy sector reforms in developing countries are inconceivable without safety consideration.

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