Green Transformational Leadership and Green Performance: The mediating role of Green Mindfulness and Green Self-efficacy

PurposeThis paper aims to investigate the effects of transformational leadership on individuals and organization’s innovation capability via the mediating role of employees' positive psychological capital (Psy-Cap) namely self-efficacy and optimism.Design/methodology/approachStructural equation modeling (SEM) is used to test proposal hypotheses through the empirical data collected from 330 participants at 90 firms in Vietnam.FindingsThe research findings revealed that self-efficacy and optimism significantly mediate the relationship between transformational leadership and innovation capabilities. In addition, self-efficacy has a greater impact on innovation capabilities compared with the effect of optimism.Practical implicationsThe findings highlight the important role of practicing transformational leadership style to nurture and foster both employees' positive psychology sources and firms' innovation capability.Originality/valueThe paper has significantly advanced and deepened our understanding of how transformational leaders connect with employees to nurture and develop one of the most special aspects of human resource in contemporary working environment called employees' positive Psy-Cap for stimulating firm's innovation capabilities.

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Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy

Development in Learning Organizations An International Journal ◽

10.1108/dlo.2010.08124bad.003 ◽

2010 ◽

Vol 24 (2) ◽

Cited By ~ 3

Author(s):

Y. Gong

Keyword(s):

Transformational Leadership ◽

Self Efficacy ◽

Learning Orientation ◽

Employee Creativity ◽

Mediating Role ◽

Creative Self ◽

Employee Learning

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Influence of transformational leadership on innovative work behaviour, and mediating role of teachers self efficacy and innovative climate: insight from engineering institutions

Middle East J of Management ◽

10.1504/mejm.2019.10021656 ◽

2019 ◽

Vol 6 (4) ◽

pp. 359

Author(s):

Muhammad Nafees ◽

Sajid Khan ◽

Asma Imran

Keyword(s):

Transformational Leadership ◽

Self Efficacy ◽

Mediating Role ◽

Innovative Climate ◽

Innovative Work ◽

Innovative Work Behaviour ◽

Role Of Teachers

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Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Leadership & Organization Development Journal ◽

10.1108/lodj-08-2020-0355 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Bushra Zainab ◽

Waqar Akbar ◽

Faiza Siddiqui

Keyword(s):

Transformational Leadership ◽

Self Efficacy ◽

Partial Least Square ◽

Communication Policy ◽

Content Type ◽

Openness To Change ◽

Mediating Role ◽

Positive Effects ◽

The Impact

PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

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