scholarly journals Mindfulness as substitute for transformational leadership

2017 ◽  
Vol 32 (4) ◽  
pp. 284-297 ◽  
Author(s):  
Brigitte Kroon ◽  
Marianne van Woerkom ◽  
Charlotte Menting
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Online Survey ◽  
Common Source ◽  
Role Performance ◽  
Content Type ◽  
Mediation Analyses ◽  
Substitutes For Leadership Theory ◽  
Additional Value ◽  
Substitutes For Leadership

Purpose Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership. Design/methodology/approach An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands. Findings Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance. Research limitations/implications Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely. Practical implications Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation. Originality/value This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

High involvement management practices as leadership enhancers

2015 ◽  
Vol 36 (7) ◽  
pp. 1058-1071 ◽  
Author(s):  
Olivier Doucet ◽  
Marie-Ève Lapalme ◽  
Gilles Simard ◽  
Michel Tremblay
Keyword(s):  
Transformational Leadership ◽  
Management Practices ◽  
Power Sharing ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices ◽  
Top Managers ◽  
Substitutes For Leadership Theory ◽  
Substitutes For Leadership ◽  
High Involvement Management

Purpose – Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective organizational commitment. Design/methodology/approach – Data were collected from employees of a large Canadian financial firm. Questionnaires were sent out and 219 received, representing a response rate of 63.3 percent. The hypotheses were tested using multiple regressions analysis with moderation effects. Findings – The results show three statistically significant interactions between transformational leadership and high-involvement management practices. More specifically, information sharing and power sharing practices acted as leadership enhancers, while skill development practices served as a leadership substitute. Practical implications – The results of this research could help immediate supervisors adjust their leadership strategies to their organizations’ HRM practices, and also guide top managers in choosing practices that can support these supervisors. Originality/value – This study contributes to the literature on leadership by considering how contextual factors may affect the influence of transformational leadership and by integrating HRM practices within the substitutes for leadership framework.

Self-efficacy: A key mediator between transformational leadership and volunteers’ performance?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Personal Development ◽  
Voluntary Sector ◽  
Service Organizations ◽  
Voluntary Service ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between transformational leadership and volunteers' performance and the role of self-efficacy as a mediator in this relationship. Design/methodology/approach This is a study based on responses to a questionnaire completed by a sample of volunteers in a voluntary sector organization in Hong Kong. This was an application of intrinsic motivation theory. Findings 1. Transformational leadership is positively associated with volunteers' performance, both in-role and extra-role. 2. The positive relationships between transformational leadership and volunteers' performance, both in-role and extra-role, are mediated by self-efficacy. Research limitations/implications This research has originality in that it studies these relationships in a voluntary sector organization. It uses questionnaire responses for data and hence there is no direct observation or measurement of volunteer performance. Practical implications Voluntary service organizations need to focus on issues of intrinsic motivation and personal development for volunteers. Originality/value This study has originality in enhancing the understanding of mechanisms mediating the relationship between transformational leadership and volunteers' performance.

The influence of transformational leadership on employees’ creative process engagement

2019 ◽  
Vol 57 (3) ◽  
pp. 741-764 ◽  
Author(s):  
Monowar Mahmood ◽  
Md. Aftab Uddin ◽  
Luo Fan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Creative Process ◽  
Structural Equation ◽  
Task Complexity ◽  
Organizational Level ◽  
Content Type ◽  
Support For Innovation ◽  
Multi Level ◽  
The Impact

PurposeUsing a multi-level perspective, the purpose of this paper is to investigate impact of transformational leadership on employees’ creative process engagement and mediating roles of intrinsic motivation, task complexity and innovation support in the process of influence.Design/methodology/approachThis study follows a quantitative method. Using a multi-item survey instrument, a total of 400 questionnaires were distributed among employees of small and medium enterprises registered with the Chittagong Chamber of Commerce and Industry in Bangladesh. Collected data were analyzed using structural equation model as well as factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.FindingsThe findings reveal that transformational leadership has a significant impact on employees’ creative process engagement. The study further shows that task complexity and support for innovation moderate the relationship between transformational leadership and employees’ creative process engagement.Research limitations/implicationsBased on the premises of interactionist perspectives on creativity, this study integrates multi-level variables to investigate leaders’ influences on followers’ creative process engagement. This study contributes to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ creative process engagement as well as the impact of both individual- and organizational-level variables.Originality/valueThe study adopts a distinct model comprising five different variables to investigate creative process engagement from a multi-level perspective, i.e., creative process engagement and intrinsic motivation at the individual level, task complexity at the unit level, and support for innovation and leadership at the organizational level. This integrated model of using predictors from multiple levels supports the theoretical assumptions that creative process engagement results from the interaction of individual-, group- and organizational-level factors.

scholarly journals Bursting the filter bubble: the mediating effect of discussion frequency on network heterogeneity

2020 ◽  
Vol 44 (6) ◽  
pp. 1161-1181
Author(s):  
Nadine Strauß ◽  
Laura Alonso-Muñoz ◽  
Homero Gil de Zúñiga
Keyword(s):  
News Media ◽  
Online Survey ◽  
Ordinary Least Squares ◽  
Public Affairs ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Network Heterogeneity ◽  
Mediation Analyses ◽  
Filter Bubbles

PurposeThe purpose of this study is to identify the structural processes that lead citizens to escape their common social circles when talking about politics and public affairs (e.g. “filter bubbles”). To do so, this study tests to what extent political attitudes, political behavior, news media consumption and discussion frequency affect discussion network heterogeneity among US citizens.Design/methodology/approachSupported by the polling group Nielsen, this study uses a two-wave panel online survey to study the antecedents and mechanisms of discussion network heterogeneity among US citizens. To test the hypotheses and answer the research questions, ordinary least squares (OLS) regressions (cross-sectional, lagged and autoregressive) and mediation analyses were conducted.FindingsThe findings imply that political discussion frequency functions as the key element in explaining the mechanism that leads politically interested and participatory citizens (online) as well as news consumers of traditional and online media to seek a more heterogeneous discussion network, disrupting the so-called “filter bubbles.” However, mediation analyses also showed that discussion frequency can lead to more homogenous discussion networks if people score high on political knowledge, possibly reflecting the formation of a close network of political-savvy individuals.Originality/valueThe survey data give important insights into the 2016 pre-election situation, trying to explain why US citizens were more likely to remain in homogenous discussion networks when talking about politics and public affairs. By using two-wave panel data, the analyses allow to draw tentative conclusions about the influential and inhibiting factors and mechanisms that lead individuals to seek/avoid a more heterogeneous discussion network.

Shared and transformational leadership in the police

2015 ◽  
Vol 38 (1) ◽  
pp. 40-55 ◽  
Author(s):  
Doris Masal
Keyword(s):  
Transformational Leadership ◽  
Shared Leadership ◽  
Structural Equation ◽  
Large Scale ◽  
Online Survey ◽  
Positive Influence ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Content Type ◽  
Organizational Goals

Purpose – Although an increasingly complex work environment requires shared forms of leadership in the police, there is little empirical evidence on how to facilitate shared leadership in the police. The purpose of this paper is to explore the role of transformational leaders in supporting shared leadership. Design/methodology/approach – The study is based on an online survey in a German state police (3,000 invited participants, a 39 percent response rate). The empirical analysis relies on a structural equation modeling (SEM) approach. Findings – The study findings reveal that transformational leaders exert a direct, positive influence on shared leadership and have an indirect, positive influence through their capacity to clarify organizational goals and create job satisfaction for followers. Originality/value – This large-scale study is the first to examine antecedents of shared leadership in the police. The results expand on the literature on transformational leadership by highlighting transformational leaders’ role as “SuperLeaders” in supporting shared leadership.

Value congruence and tenure as moderators of transformational leadership effects

2017 ◽  
Vol 38 (2) ◽  
pp. 254-269 ◽  
Author(s):  
Denis Lajoie ◽  
Jean-Sébastien Boudrias ◽  
Vincent Rousseau ◽  
Éric Brunelle
Keyword(s):  
Transformational Leadership ◽  
Leadership Practices ◽  
Value Congruence ◽  
Content Type ◽  
New Employees ◽  
Leadership Framework ◽  
Employee Tenure ◽  
Reported Data ◽  
Substitutes For Leadership

Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees. Research limitations/implications Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators. Practical implications The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors. Originality/value This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

Supervisor motivating styles and legitimacy: moderation and mediation models

2017 ◽  
Vol 32 (8) ◽  
pp. 561-580 ◽  
Author(s):  
Yaniv Kanat-Maymon ◽  
Yaron Mor ◽  
Elinur Gottlieb ◽  
Anat Shoshani
Keyword(s):  
Autonomy Support ◽  
Online Survey ◽  
Negative Impact ◽  
Self Determination Theory ◽  
Relational Model ◽  
Content Type ◽  
Mediation Analyses ◽  
Work Related ◽  
Motivational Resources ◽  
Motivating Style

Purpose The purpose of this paper is to examine the mediating and moderating roles of perceived supervisor legitimacy in the association between perceived supervisor motivating styles and subordinate functioning. Specifically, based on Self-Determination Theory (SDT), two supervisory motivating styles were examined: the autonomy-supportive style, characterized by nurturing employees’ inner motivational resources, and the controlling style, in which supervisors pressure their employees to behave in specific manager-directed ways. Legitimacy was defined according to the Relational Model of Authority (RMA). Design/methodology/approach An online survey was administered to a sample of 252 employees. Moderation and mediation analyses were conducted to test the hypotheses. Findings The autonomy-supportive motivating style, but not the controlling style, was linked to employee work-related outcomes (i.e. job satisfaction, commitment, engagement, burnout, and depression) through perceived legitimacy. Legitimacy buffered the negative impact of the controlled orientation on burnout and depression. Originality/value Taken together, the results suggest that legitimacy as a resource may be enhanced by autonomy support and can also minimize the harmful consequences of controlling supervisory behaviors. The theoretical implications of integrating SDT with RMA and the practical implications of these findings are discussed.

Transformational leadership and employee voice: a model of proactive motivation

2019 ◽  
Vol 40 (7) ◽  
pp. 777-790
Author(s):  
Guilin Zhang ◽  
Michelle Inness
Keyword(s):  
Transformational Leadership ◽  
Affective Commitment ◽  
Online Survey ◽  
Leadership Behavior ◽  
Proactive Personality ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Reported Data ◽  
The Impact

Purpose Drawing on the model of proactive motivation, the purpose of this paper is to examine how transformational leadership influences followers’ voice behavior through three proactive motivation states, namely, “reason to,” “can do” and “energized to.” It also examines the moderating role of followers’ proactive personality in the relationship between transformational leadership and employee voice. Design/methodology/approach The online survey was distributed through Qualtrics using a two-wave design. In total, 1,454 participants completed the survey at Time 1, of those 447 also completed the survey at Time 2. Findings Transformational leadership influences employee voice via followers’ promotion focus, role-breadth self-efficacy and affective commitment. Followers’ proactive personality attenuates the impact of transformational leadership on voice, supporting the substitute for leadership hypothesis. Research limitations/implications Self-reported data are the main limitation of the present study. Other limitations include treating employee voice as a unidimensional construct and oversimplifying the impact of positive affect on voice. Practical implications The present study suggests that training managers to demonstrate more transformational leadership behavior, enhancing employees’ proactive motivation and hiring proactive individuals are strategies to facilitate employee voice. Originality/value The present study contributes to a better understanding of employee voice from a proactive motivation perspective. It also demonstrates that followers’ proactive personality is important “boundary condition” to transformational leadership.

Enhancing organizational innovation in Indian automobile industry

2019 ◽  
Vol 11 (1) ◽  
pp. 82-101 ◽  
Author(s):  
Akriti Chaubey ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Intrinsic Motivation ◽  
Automobile Industry ◽  
Organizational Innovation ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Content Type

Purpose This study aims to focus on examining the impact of transformational leadership on employee creativity to enhance organizational innovation through mediating effect of intrinsic motivation and the moderating effect of organizational culture on the relationship between employee creativity and organizational innovation in Indian automobile industries. Design/methodology/approach Responses were collected from engineers, managers and R&D professionals from car manufacturing and R&D units from southern India through a structured questionnaire. The data were analyzed using IBM SPSS version 20. The validity of the constructs and the theoretical model were confirmed by applying structural equation modeling approach using IBM SPSS Amos version 20. Findings Empirical findings proved that transformational leadership has a positive effect on employee creativity, as mediated by intrinsic motivation. Studies also revealed that employees tend to exhibit higher creative potential when they are exposed to a higher degree of distinct shared assumptions, values and beliefs, which governs their behavior in an organization. Research limitations/implications As research was carried out in Indian automobile manufacturing and R&D units, it cannot be generalized across the broader range of sectors and international environment. Originality/value This research is unique in its attempt to empirically test the moderating effect of organizational culture in enhancing organizational innovation in Indian automobile industry.

A mediating and moderating role on employee performance appraisal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adie Irwan Kusumah ◽  
Haryadi ◽  
Adi Indrayanto ◽  
Iwan Setiawan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to determine the relationship between transformational leadership, self-efficacy, gender, intrinsic motivation and employee performance in mediating and moderating roles. Design/methodology/approach Respondents in this study were 531 hotel employees (human resources development staff, financial, relationship) in Yogyakarta who were led by women. Structural equation modeling was used to test the hypotheses using AMOS 22.0. Findings The results show that transformational leadership has a positive and significant effect on employee performance, self-efficacy acts as a mediating variable on the relationship between transformational leadership and employee performance. The results also indicate that gender acts as a moderating variable by strengthening the relationship between transformational leadership and employee performance and intrinsic motivation acts as a moderating variable by strengthening the relationship between self-efficacy and employee performance. Research limitations/implications This study has two limitations. First, the research results cannot conclude the company in general because the sampling of this study is limited to the hotel business which is led by women only. Future research is needed to explore more deeply to compare the performance of employees in companies led by women and those led by men. Second, this study uses only one independent variable. Future research needs to be done to explore the effect of other variables on company performance, such as work culture, work environment and job satisfaction. Practical implications The main managerial contribution of this study is directed to companies that are interested in developing employee performance. First, self-efficacy is able to mediate transformational leadership in achieving employee performance. Besides this research offers a clear strategy for companies to stimulate their employees to strengthen leadership individually so as to improve the quality of their work. Thus, companies can carry out leadership training that is focused on being able to recognize employees who have low self-efficacy. If this is done, the company can reduce expenses that are not small but can make a significant contribution. Originality/value To the best of the authors’ knowledge, this study is the first to examine the mediating and moderating role of transformational leadership, employee performance, self-efficacy, gender and intrinsic motivation, especially in a hotel business led by women in Yogyakarta, Indonesia.

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