Educator and dairy farmer: the psychological empowerment of entrepreneur V.G. Jayakrishnan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sridevi Shivarajan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Theoretical Basis ◽  
Psychological Empowerment ◽  
State Of The Art ◽  
Dairy Farm ◽  
Empowerment Theory ◽  
Content Type ◽  
Set Up

Theoretical basis The psychological empowerment theory of intrinsic motivation is the primary theoretical basis for the case. Other theories discussed include personality theories and transformational leadership theory. Research methodology This is a field-researched case, based on face to face interviews with V.G. Jayakrishnan. The author also visited Jayakrishnan’s institution and attended an event there. The author also relied upon archival data in the form of newspaper reports: both print and video. The case is based on events before July 31, 2017. Case overview/synopsis This case examines how entrepreneur V.G. Jayakrishnan, between 1995–2017, set up two successful, yet distinct businesses, namely, ICD (Institute for Career Development), a leading banking test prepping center in Kerala, India and JK Farms, a state-of-the-art dairy farm. Jayakrishnan’s vision and ability to think far ahead of his competition led to ICD becoming one of the most successful banking test prep centers in Kerala, India. Similarly, Jayakrishnan’s vision of scientific dairy farming allowed him to set up the state of the art JK Farms. The case allows students to examine the concepts of intrinsic motivation and transformational leadership. Complexity academic level The case can be used both at the graduate and undergraduate levels. At the graduate level, it can be used at the beginning of any leadership class to foster discussion about intrinsic motivation and transformational leadership. At the undergraduate level, it would be better positioned at the middle of the organizational behavior course after the students have discussed the chapters on motivation, leadership and personality in principal textbooks (Colquitt, LePine and Wesson, McGraw Hill, 2018).

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.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

Unpacking transformational leadership: dimensional analysis with psychological empowerment

2020 ◽  
Vol 49 (7) ◽  
pp. 1419-1434
Author(s):  
Mohammad Haris Minai ◽  
Hemang Jauhari ◽  
Manish Kumar ◽  
Shailendra Singh
Keyword(s):  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Detailed Examination ◽  
Intellectual Stimulation ◽  
It Services ◽  
Cross Sectional ◽  
Content Type ◽  
Conceptual Clarity ◽  
Cross Sectional Design ◽  
Additional Support

Purpose Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed examination of the dimensions of the construct to address the lack of conceptual clarity. Further, with respect to concerns regarding operationalization, the study does an exploratory evaluation of reconceptualized TFL's relationship with psychological empowerment, a construct through which TFL mostly has its beneficial outcomes.Design/methodology/approachRespondents (n = 335) from an Indian information technology (IT) services organization report on their psychological empowerment and the transformational behaviors of their supervisors using temporally separated (15 days) online questionnaires.FindingsAs expected, the dimensions of transformational leadership are not equally salient in influencing psychological empowerment; however, they explain variance in all dimensions of psychological empowerment. Visioning relates to meaning and impact; inspirational communication relates to all dimensions of empowerment; personal recognition relates to impact and competence; finally, intellectual stimulation relates to self-determination. Contrary to expectations, however, data did not support the relationship of intellectual stimulation and supportive leadership on competence.Research limitations/implicationsData collected from a single organization limit the claims of generalizability, and the use of a cross-sectional design prevents claims of causality. Given the significant variation in relational properties of individual dimensions, scholars can use dimensions of TFL, and therefore theorizing with these is possible.Originality/valueThis paper provides additional support for the unpacking of TFL, by hypothesizing and demonstrating the dimensional relationships between TFL and psychological empowerment.

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

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

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

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.

Guess who’s coming to deliver? Tough decisions about race in the workplace

2019 ◽  
Vol 15 (5) ◽  
pp. 416-440
Author(s):  
Katina Williams Thompson ◽  
Susan Dustin
Keyword(s):  
Organizational Behavior ◽  
Theoretical Basis ◽  
Process Model ◽  
American People ◽  
African American People ◽  
Content Type ◽  
Stakeholder Perspectives ◽  
Academic Level ◽  
Home Improvement ◽  
The Media

Theoretical basis The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case. Research methodology Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken. Case overview/synopsis Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives. Complexity academic level The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

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

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

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

The 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.

The effect of fairness preference on managerial entrenchment: an experimental analysis

2015 ◽  
Vol 6 (3) ◽  
pp. 312-334 ◽  
Author(s):  
Xiaoqin Niu ◽  
Bingxiang Li ◽  
Xiaodong Niu
Keyword(s):  
Theoretical Basis ◽  
Design Methodology ◽  
High Ability ◽  
Corporate Board ◽  
Content Type ◽  
Managerial Entrenchment ◽  
Set Up ◽  
And Behavior ◽  
Board Level ◽  
Higher Sensitivity

Purpose – The main purpose of this paper is to analyze the effect of fairness psychology on the motivation and behavior that drives managerial entrenchment. The paper also provides a theoretical basis to set up an effective incentive and restraining mechanism for corporations. Design/methodology/approach – This paper conducts an experiment to investigate the effect of fairness preference on managerial entrenchment in enterprises. Findings – The results of the experiment show that managers are very concerned about fair payoffs, i.e. the comparison of the principals’ earnings with managers’ market average levels of pay. The worse managers’ fairness preference becomes, the greater are the degrees of managerial entrenchment exhibited. In addition, a large payoff gap between managers and principals produces a higher sensitivity in high-ability managers, while a large payoff gap between managers and managers elsewhere in a market leads to a higher sensitivity in low-ability managers. Originality/value – This paper provides new insights into incentives and constraints affecting the behaviors of managers at the corporate board level. Maintaining equity between managers’ payoffs, principals’ earnings and managers’ market average pay levels can restrain both the entrenchment behavior of managers caused by unfair psychology and also the increasing costs of staff switching jobs, thus producing greater profits for companies.

Transformational leadership and psychological empowerment

2017 ◽  
Vol 30 (1) ◽  
pp. 82-95 ◽  
Author(s):  
Rabindra Kumar Pradhan ◽  
Madhusmita Panda ◽  
Lalatendu Kesari Jena
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Mediation Analysis ◽  
Psychological Empowerment ◽  
Study Data ◽  
Content Type ◽  
The Road ◽  
Road Map ◽  
Retail Organizations ◽  
Data Collections

Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.

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