Integrating trait and ability EI in predicting transformational leadership

2014 ◽  
Vol 35 (4) ◽  
pp. 316-334 ◽  
Author(s):  
Colm Foster ◽  
Frank Roche
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Financial Services ◽  
Integrative Model ◽  
Hierarchical Regression ◽  
Content Type ◽  
Development Professionals ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the moderating role played by follower's trait emotional intelligence (EI) in the relationship between follower's ability EI and transformational leadership. Design/methodology/approach – The authors hypothesised that there is a positive moderating effect of follower's trait EI on the relationship between follower's ability EI and the transformational leadership rating they receive from their supervisor. Using moderated hierarchical linear regression this hypothesis was tested using a random sample of 208 supervisor-subordinate dyads from three organisations in Ireland covering FMCG, banking and financial Services. Findings – After controlling for the effects of personality, moderated hierarchical regression analysis showed that follower ability EI significantly predicted transformational leadership ratings and that this relationship was positively moderated by follower trait EI. Research limitations/implications – This study presents a path-finding, integrative model linking trait and ability EI which offers an expanded understanding of the phenomenon of EI in relation to leadership. Practical implications – The findings show how trait and ability EI can be used in concert by HR and leadership development professionals to optimally design EI-based leadership development programmes. Originality/value – This is the first study to integrate the trait and ability approaches to EI and to show how they interact in predicting transformational leadership. This study also took the perspective of leadership as assessed by the leader rather than the follower, which has been the norm in most previous studies.

Investigating antecedents of transformational leadership in students

2019 ◽  
Vol 12 (1) ◽  
pp. 80-94 ◽  
Author(s):  
Kerri Anne Crowne
Keyword(s):  
Transformational Leadership ◽  
Leadership Skills ◽  
Hierarchical Regression ◽  
Cross Sectional ◽  
Content Type ◽  
Business Educators ◽  
The Impact ◽  
The Relationship ◽  
Us University ◽  
Practical Implications

Purpose This study investigates the relationships among cultural intelligence (CQ), personality and transformational leadership in a student population. The purpose of this paper is to examine the impact of CQ on transformational leadership to see if a relationship exists beyond personality. Design/methodology/approach Hypotheses are presented and tested on a sample of 465 undergraduate and graduate students who attended a large northeastern US university. Hierarchical regression was used to conduct the analysis, and multiple models were generated to test the relationships posited. Findings The data showed that CQ affected transformational leadership; however, when examining the subcomponents of CQ, only behavioral CQ had an impact on transformational leadership beyond personality. Research limitations/implications The surveys were self-reported and cross-sectional, so causality could not be determined. Furthermore, the sample, while diverse, was composed of students. However, scholars will find value in this research because it expands the understanding of CQ. Practical implications The findings of this research indicate that behavioral CQ impacts transformational-leadership skills. Thus, business educators should consider how to build skills associated with behavioral CQ in students because of the importance of global transformational-leadership skills in the workplace. Originality/value This research will impact the literature streams of CQ and transformational leadership because it is the first to examine the relationship between the two while controlling for personality.

Linking leader humor to employee creativity: the roles of relational energy and traditionality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chen Yang ◽  
Fu Yang ◽  
Chao Ding
Keyword(s):  
Hierarchical Regression ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Indirect Relationship ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications ◽  
Different Levels

PurposeThe current study examines the effects of leader humor on the creativity of employees by focusing on the mediating role of relational energy and the moderating role of traditionality.Design/methodology/approachThis study used three-wave data from 302 employee–supervisor dyads and tested the hypotheses using hierarchical regression and bootstrapping.FindingsThe results indicated that leader humor was positively associated with employee creativity, relational energy mediated this influence. Besides, traditionality not only moderated the relationship between leader humor and relational energy but also attenuated the indirect relationship between leader humor and employee creativity through relational energy.Practical implicationsLeadership training programs can be used to assist leaders in improving their humorous skills. In addition, supervisors should implement humorous behaviors according to the different levels of traditionality of employees.Originality/valueIntegrating conservation of resource theory, this study provides solid evidence that the extent to which relational energy mediates the relationship between leader humor and employee creativity depends on traditionality. It provides a new direction for leader humor.

The moderating role of previous venture experience on breadth of learning and innovation and the impacts on SME performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kanhaiya K. Sinha ◽  
Chad Saunders ◽  
Simon Raby ◽  
Jim Dewald
Keyword(s):  
Design Methodology ◽  
Leadership Team ◽  
Higher Learning ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Innovation Activities ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

PurposeThe purpose of this paper is to investigate the moderating role of previous venture experience on the relationship between learning breadth and innovation breadth, defined as the range of innovation types within a firm, and the impacts on SME performance.Design/methodology/approachA theoretical model was developed, and hypotheses were tested using step-wise multivariate regressions on survey data from 509 North American SME respondents.FindingsThe results demonstrate that the previous venture experience of a firm's top management plays a key role in enhancing the innovation breadth for a given level of learning breadth. There is a curvilinear relationship between innovation breadth and learning breadth, and increases in innovation breadth lead to increases in firm performance.Practical implicationsThe results indicate that organizations seeking higher performance returns by expanding their breadth of innovations need parallel attention on higher learning breadth in order to adequately capture the value from this broader set of innovations.Originality/valueThe paper contextualizes learning and innovation in the SMEs and argues that the consideration of diversity (breadth) of learning and innovation can help us understand their performance implications across industries. It also extends the effect of previous venture experience (PVE) of the leadership team in explaining performance. Beyond their ability to address external factors, PVE has a moderating effect on the relationship between learning and innovation breadth across the organization. Previous venture experience serves as both a guide and catalyst for investments in learning activities that lead to a broader range of innovation activities across the firm.

Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dirk De Clercq ◽  
Tasneem Fatima
Keyword(s):  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Sense Of Obligation ◽  
Moderating Role ◽  
Practical Implications ◽  
Organizational Injustice

PurposeWith a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.Design/methodology/approachThe hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.FindingsThe experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.Practical implicationsFor practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.Originality/valueThis study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

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

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe 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.Design/methodology/approachWe 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.FindingsThe 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.Originality/valueThis 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.

An empirical investigation of high-risk occupations

2014 ◽  
Vol 37 (4) ◽  
pp. 367-384 ◽  
Author(s):  
Lisa M. Russell
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
High Risk ◽  
Leadership Behavior ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Hierarchical Regression Analysis ◽  
Content Type ◽  
Bivariate Correlation ◽  
The Relationship

Purpose – The purpose of this study is to analyze the relationship between stress and burnout in high-risk occupations and how leadership moderates this relationship. Thus, the primary research question addressed within this study is: What is the relationship between stress and burnout in high-risk occupations as governed by transformational leadership behavior? Design/methodology/approach – An analysis of primary data obtained by survey from 379 police officers from nine southern and southwestern agencies was conducted. Hierarchical regression analysis, multiple moderated hierarchical regression analysis, bivariate correlation analyses and other statistical methods are used. Findings – Results indicate police stress exacerbates perceived burnout. Transformational leadership influences this relationship such that high levels of perceived transformational leadership attenuates the negative relationship between stress and burnout, but less so under highly stressful conditions. Findings have strong implications for leaders in high-risk occupations where bureaucracy, departmental policy, and life and death decision-making intersect. Research limitations/implications – This study can be used as a basis for further inquiry into the effects of transformational leadership on individuals' perceptions of performance, behavioral and psychological criterion variables in high-risk occupations. Practical implications – The assessment of relationships among stress and burnout in high-risk occupational settings potentially allows managers to better understand how to structure supervisor-subordinate relationships in order to minimize the effects of stress on perceived burnout and provides a more realistic view of how individuals in high-risk occupations are influenced by leader behaviors under stressful conditions. Originality/value – This study is thought to be the only one to evaluate the moderated relationships among stress, transformational leadership and burnout in high-risk occupations characterized by increasingly stressful circumstances. More specifically, the notion that individuals in high-risk occupations perceive burnout differently than those in less-risky occupations is not prevalent in the literature.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

From creative process engagement to performance: bidirectional support

2016 ◽  
Vol 37 (7) ◽  
pp. 966-982 ◽  
Author(s):  
Yana Du ◽  
Li Zhang ◽  
Yanhong Chen
Keyword(s):  
Creative Process ◽  
Relative Effect ◽  
Hierarchical Regression ◽  
Role Performance ◽  
Content Type ◽  
Proposed Model ◽  
Using Data ◽  
Investment Process ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received from and given to their supervisors. Design/methodology/approach Using data from 540 questionnaires collected in China, this paper conducts a hierarchical regression analysis to test the proposed model. Findings Creative process engagement positively affects employees’ in-role performance. However, the moderating effect of receiving support on the above relationship is not significant. Instead, it is the interaction of receiving support from and giving it to supervisors that moderates the relationship between creative process engagement and in-role performance. Research limitations/implications The study has some contributions to the conservation of resource (COR) theory. The authors find that acquiring new resources such as receiving support from supervisors is not always effective. The acquisition process of resources should be considered with the investment process of resources. According to the COR theory, people invest resources to gain resources and protect themselves from losing resources or to recover from resource loss (Halbesleben et al., 2014). The findings of the study show that employees investing resources is not just for gaining resources. Sometimes, they invest resources such as giving support to supervisors to remain a relatively balanced relationship. Practical implications Companies can encourage employees to place more attention on creative process engagement to improve in-role performance. In addition, when offering support to employees, managers should consider whether the employees are able to give it back in response to the received support, and distribute their support to employees accordingly. Originality/value This paper explored employee’s engagement at creative process in a more novel way and clarified the relative effect of creative process engagement on in-role performance. Also, this paper was the first to pay attention to the bidirectional nature of supervisor support.

Network position and cooperation partners selection strategies for research productivity

2015 ◽  
Vol 53 (3) ◽  
pp. 494-511 ◽  
Author(s):  
Chih-Hsing(Sam) Liu
Keyword(s):  
Interpersonal Relationships ◽  
Knowledge Creation ◽  
Research Productivity ◽  
Critical Position ◽  
Content Type ◽  
Network Position ◽  
Cooperation Partners ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

Purpose – The purpose of this paper is to explore how individuals can leverage interpersonal relationships and critical network position to acquire knowledge and information for generate research productivity. Specifically, this paper argues that the relationship between tie strength and scholar productivity will be an inverted U-shape, and critical position as moderating role in research productivity generation process. The robustness tests were also provided. Design/methodology/approach – Using panel data from scholars in tourism academic fields, this paper investigated the conditions under which maintenance of social relations affects knowledge creation. In total, two different regression models and robustness tests were used to test the hypotheses in a sample of 201 tourism scholars from Taiwan and an analysis of 1,198 publications. Findings – The results showed that the relationship between tie strength and scholar productivity will be an inverted U-shape. Moreover, the moderating role of critical position of structural holes and betweennesss are recognized: it positively moderates with tie strengths and research productivity. Research limitations/implications – The empirical results are derived from a sample of scholars in Taiwanese business management departments, thus raising concern about the external generalizability to other departments and countries. Future research is, therefore, suggested to empirically test the validity of the framework and hypothesis in other departments or countries. Practical implications – The practical implications of the results are that individuals need to know that there are two underlying governing forces on the choice of their knowledge exchange partners and occupying critical network position. A diversified social relation is beneficial to the knowledge creation performance because of more information knowledge sharing while a specialized knowledge would avoid the detrimental effects of coordination and conflict problems on research productivity. Therefore, individuals should understand and careful choice their cooperation partners and network position in order to achieve better knowledge creation outcome. Originality/value – This research extends developments in social capital theory and the relational view into interpersonal relationships between tourism scholars and their cooperation partners. Furthermore, the paper also examines how critical position has effects on scholar’s research productivity creation process. Finally, studies that examine the relationship between tourism academic networks and different measures of research productivity are few in number, and those that use such longitudinal empirical work are particularly lacking. This study addresses these issues.

Effects of intellectual capital on innovative performance

2015 ◽  
Vol 53 (1) ◽  
pp. 40-56 ◽  
Author(s):  
Yuqian Han ◽  
Dayuan Li
Keyword(s):  
Intellectual Capital ◽  
Dynamic Capability ◽  
Content Type ◽  
Innovative Performance ◽  
Mediating Role ◽  
Knowledge Based ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

Purpose – The purpose of this paper is to demonstrate the relationship between intellectual capital and innovative performance, and to specify the boundary conditions and mechanisms of the relationship from a knowledge-based dynamic capability perspective. Design/methodology/approach – This study empirically analyzes the impact of intellectual capital on innovative performance and the role knowledge-based dynamic capability plays with a sample of 217 firms in China. To test the research hypotheses, regression analysis is applied. Findings – The results show that intellectual capital positively affects innovative performance, and knowledge-based dynamic capability is a mediator rather than a moderator which partly mediates the relationship between intellectual capital and innovative performance. Practical implications – The findings suggest that realizing superior innovative performance is dependent on a firm’s intellectual capital and its ability to sense opportunities and threats, to make timely and correct decisions, and to facilitate necessary changes efficiently. Originality/value – This study is the first to clarify whether knowledge-based dynamic capability plays a moderating role or a mediating role between intellectual capital and innovative performance. The present study thus helps move forward the understanding on the conditions and mechanisms of the effects of intellectual capital.

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