scholarly journals Enter the Transformational Leader

Sociology ◽  
2005 ◽  
Vol 39 (4) ◽  
pp. 717-734 ◽  
Author(s):  
Janet Newman
Keyword(s):  
Transformational Leader

Larry Page’s Styles of Leadership

2020 ◽  
Vol 29 (2) ◽  
pp. 134-142
Author(s):  
Anggita Rachmanantya ◽  
Sari Wahyuni ◽  
Andi Nurrohman ◽  
Anansya Ralia ◽  
Aniek Martono
Keyword(s):  
Decision Making ◽  
Qualitative Research ◽  
Research Methods ◽  
Role Models ◽  
Organizational Strategies ◽  
Transformational Leader ◽  
Constructive Feedback ◽  
Descriptive Research ◽  
The World ◽  
Speak Up

Leaders are very important for organizations and businesses. The various characters of leaders can determine the success of an organization due to their role and responsibility for planning, organizing, and decision-making of organizational strategies to achieve their goals. One of the leaders whose characteristic is quite interesting and possibly become our role models is Larry Page, a co-founder of Google Inc. The researchers used qualitative research methods by descriptive research in explaining Larry Page style of leadership in leading Google Inc. Result of this study shows that Larry Page has a very open and equal way of leading, making him a democratic and transformational leader for an instance Larry believe in crazy ideas of their employees since he believes that insane ideas could change the world whereas not all the leaders can trust their subordinate. To hear the ideas, Larry always encourages his subordinate to speak up at every opportunity and instantly give them constructive feedback.

Transformational Leaders Help Their Employees Overcome Their Technophobia

2020 ◽  
Vol 16 (3) ◽  
pp. 70-85
Author(s):  
Odai Y. Khasawneh
Keyword(s):  
Technology Acceptance ◽  
New Technologies ◽  
New Technology ◽  
Transformational Leaders ◽  
Transformational Leader ◽  
The Past ◽  
Novel Approach ◽  
The Many ◽  
Narrow Context ◽  
Do So

The lack of technology acceptance in the workplace has haunted companies in the past and it seems that it will continue to do so in the future. One of the many variables that impact employees' acceptance of a new technology is technophobia; which previously has been studied within the narrow context of computers or few other technologies that are now outdated. In a novel approach, the current study examines employees' technophobia and how it impacts their technology acceptance. In addition, the moderating influence of transformational leadership is studied to determine whether that type of leadership would influence employees to overcome their technophobia. The data analysis confirms that technophobia and its subdimensions are still an issue that haunts the workplace. However, having a leader who's identified as a transformational leader can help employees overcome their technophobia. This study argues that it is vital for companies to understand the level and type of technophobia as well as what type of leadership their employees have before implementing any new technologies.

Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers' Propensity for Knowledge Management Processes

2017 ◽  
Vol 16 (03) ◽  
pp. 1750026 ◽  
Author(s):  
Menike Atapattu ◽  
Gayani Ranawake
Keyword(s):  
Knowledge Management ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Leadership Theory ◽  
Current Understanding ◽  
Transformational Leader ◽  
Detailed Explanation ◽  
Management Processes ◽  
Transformational And Transactional Leadership ◽  
Transactional Leader

This paper seeks to raise the question as to why knowledge management (KM) initiatives adopted by organisations fail to achieve the intended outcomes. Based on literature, it is argued, first, that internal leadership is the most critical antecedent which leads knowledge workers (KWs) propensity to engage in KM processes and second, that, transformational and transactional leader behaviours are the key predictors of KM propensity. Consequently, four types of transformational leader behaviours and two types of transactional leader behaviours are conceptualised as energisers of KWs propensity to KM processes and thus bring the KM success. Accordingly, the paper extends current understanding of the association between KM and leadership considering the specific leader behaviours in both transformational and transactional leadership theory where neither the KM nor the leadership field provides a detailed explanation of specific leader behaviours.

Our transformational leader might be replaced, we are extremely stressed out!

2019 ◽  
Vol 43 (5) ◽  
pp. 625-644 ◽  
Author(s):  
Dorine Maurice Mattar
Keyword(s):  
Leadership Styles ◽  
Design Methodology ◽  
Qualitative Data ◽  
Future Research ◽  
Transformational Leader ◽  
Leadership Positions ◽  
Content Type ◽  
Data Presentation ◽  
Research Propositions ◽  
Different Cultures

Purpose This study aims to tackle employees’ stress and emotions in periods of changes in leadership positions, especially if the leader to be replaced is previously found to be transformational. Design/methodology/approach Qualitative data are collected from WhatsApp conversations between different subordinates, hours around the declaration of the appointment decision. Data presentation includes messages exchanged, as well as photos, emojis and voice notes. Findings The participants’ messages reflected their stress. They are drained, desperate and praying God so their transformational leader is reappointed. Fear and sadness are the two types of emotion experienced by employees during the anticipation and confirmation stages of the change process, respectively. The emotional contagion among subordinates is revealed in the way the messages and the replies are very close in content. Research limitations/implications The low number of participants makes the results obtained specific to the case itself. However, this study triggers future research addressing same research propositions under different leadership styles and in different cultures. Originality/value The value of this research lies in the topic addressed, as no literature is found discussing employees stress in periods of change in a transformational leadership position, specifically. Moreover, its originality lies in the method of data collection which depicts the participants’ live and real feelings and emotions on that moment.

The Transformational Leader.

1988 ◽  
Vol 33 (1) ◽  
pp. 132
Author(s):  
J. G. Hunt ◽  
Noel M. Tichy ◽  
Mary Anne Devanna
Keyword(s):  
Transformational Leader

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.

The Conductor as Transformational Leader

1996 ◽  
Vol 82 (6) ◽  
pp. 22-25 ◽  
Author(s):  
Susan Armstrong ◽  
Scott Armstrong
Keyword(s):  
Transformational Leader
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