scholarly journals The Impact of Transformational Leadership Style and Employee Creativity on Organizational Innovation in Universities During the Covid-19 Pandemic

2022 ◽  
Vol 10 (1) ◽  
pp. 36-53
Author(s):  
Xuan Thi Ngo ◽  
Hoang Anh Le ◽  
Thanh Kim Doan
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Bayesian Regression ◽  
Policy Implications ◽  
Primary Data ◽  
Employee Creativity ◽  
Transformational Leadership Style ◽  
The Impact

Organizational innovation is one of the important issues for organizations in every country to adapt to changing operating environments, scientific and technological progress, and crisis issues. This study aims to evaluate the impact of transformational leadership style and employee creativity on organizational innovation in universities in Vietnam. We employed Bayesian exploratory factor analysis and Bayesian regression analysis with primary data of leader–employee pairs to explore the abovementioned effects. The findings show that the components of transformational leadership style, including idealized influence (II), inspirational motivation (IM), intellectual stimulation (IS), and individual consideration (IC), have positive impacts on organizational innovation (OI) and employee creativity (EC). The findings also imply that employee creativity (EC) is a mediating factor in the impact of transformational leadership style (TLS) on organizational innovation (OI). Finally, increasing intrinsic motivation (INM) can increase the positive impact of transformational leadership style (TLS) on employee creativity (EC). Based on the results, we propose policy implications to promote organizational innovation in Vietnamese universities in the context of the COVID-19 pandemic.

scholarly journals Transformational leadership and employees' perception of supply chain integration and organizational performance: The case of textile industry in Vietnam

2021 ◽  
pp. 159-168
Author(s):  
Thi Van Anh Bui ◽  
Thi Thuy Hang Pham ◽  
Xuan Trang Phung ◽  
Cong Thanh Le ◽  
Ngoc Toan Nguyen
Keyword(s):  
Transformational Leadership ◽  
Supply Chain ◽  
Organizational Performance ◽  
Leadership Style ◽  
Textile Industry ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Supply Chain Integration ◽  
The Impact ◽  
The Relationship

The objective of this article is to evaluate the impact of Transformational Leadership on Organizational Innovation, Supply chain Integration and Organizational Performance. Research was carried out on 562 Vietnamese textile and garment enterprises. We use Smart PLS 3.6 software for data analysis. The results show that Transformational Leadership had a positive impact on Organizational Innovation, Supply chain Integration and Organizational Performance. In addition, the Supply chain Integration plays a role as a complete mediate in the relationship between Organizational Innovation and Organizational Performance. Size has a statistically significant moderate role on the relationship between Organizational Innovation and Organizational Performance. Finally, the leader qualification has a statistically significant moderate role in the relationship between Transformational Leadership and Organizational Performance. From the above results, we recommend the leaders of Vietnamese textile and garment enterprises to improve leadership capacity, apply a transformational leadership style to improve organizational performance.

scholarly journals Literature Review: Peran Kepemimpinan Transformasional dalam Meningkatkan Persepsi Perawat terhadap Handover

2020 ◽  
Vol 8 (3) ◽  
pp. 178-183
Author(s):  
Febria Rizky Aulia ◽  
Luky Dwiantoro
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Impact ◽  
Communication Process ◽  
Literature Study ◽  
Positive Role ◽  
Factors Affecting ◽  
Nurses Perceptions ◽  
Transformational Leadership Style ◽  
The Impact

Nurses' perceptions of the implementation of handovers is various. The wrong perception of the implementation of handovers can affect the communication process that threatens patient satisfaction and safety. The head of space as a transformational leader has an important role in influencing nurses' perceptions in the implementation of handovers. The method used in this paper is study literature from several journal articles. The author analyses and synthesizes to describe the role of transformational leadership in increasing nurses' perceptions of the implementation of the handover from the literature study that has been done, the four elements of transformational leadership have a positive role in influencing factors affecting nurses' perceptions. The more positive the impact of transformational leadership on perception factors, the more will have a positive impact on nurses' perceptions. Through the application of transformational leadership, nurses' perceptions and the quality of handovers can improve. It can be concluded that transformational leadership has a positive role in increasing the perception of nurses. This transformational leadership style can be used as a solution and is highly recommended for use by managers / heads of space as one solution to improve nurses' perceptions

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Toward Knowledge-Based Economy: Innovation and Transformational Leadership in Public Universities in Texas and Qatar

2019 ◽  
Vol 11 (23) ◽  
pp. 6721 ◽  
Author(s):  
Reem S. Al-Mansoori ◽  
Muammer Koç
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Public Universities ◽  
Power Distance ◽  
The United States ◽  
Cultural Dimension ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Transformational Leadership Style ◽  
The Impact

The essentiality of the universities’ roles in enhancing economies and transforming societies is a global mantra. However, when it comes to wealthy and oil-dependent states such as Texas in the United States and Qatar in the Middle East, the impact of universities on sustainable economic development is questionable. This article discusses the transformational efforts within engineering colleges at two public universities in Texas and in Qatar to support their states’ visions in moving toward innovative and knowledge-based economies. The study examined the innovation capacity building of both institutions through measuring the transformational leadership styles in engineering colleges and its impact on the faculty’s innovative production of technical articles, patents, and sustainable development-related courses. The cultural impact of the two contexts on the leader–follower relationship was addressed in the discussion using Hofstede’s cultural dimension framework. The results showed that leaders in both colleges possess a transformational leadership style, albeit lower than the norm. This study disclosed that, in the high-power distance contexts, the idealized image of the leader contributed positively toward higher satisfaction of the followers with their leaders and current governance systems, while acknowledgment and rewards were the sources of satisfaction in low-power distance societies. Followers in a low uncertainty avoidance, individualistic, and short-term-oriented context achieved higher technical production. Both public universities expressed the need for government involvement in supporting the culture of innovation.

INNOVATION AND KNOWLEDGE SHARING OF SME IN AN EMERGING ECONOMY; THE MODERATING EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE

2019 ◽  
Vol 24 (04) ◽  
pp. 2050034
Author(s):  
SAMUEL AFRIYIE ◽  
JIANGUO DU ◽  
ABDUL-AZIZ IBN MUSAH
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Service Sector ◽  
Moderating Effect ◽  
Validity Of Results ◽  
Transformational Leadership Style ◽  
Entrepreneurial Activities ◽  
Key Aspects ◽  
The Impact

Enriching the literature on innovation and knowledge management, this paper examines the impact of various types of innovation (product, process, marketing, and organization) on the knowledge sharing of SMEs through transformational leadership. A total of 437 samples were collected from SMEs owners/managers in the service sector of a developing economy through a quantitative method. The data were analyzed using a SMART PLS-SEM. The findings confirmed the hypotheses that innovation have a significant influence on knowledge sharing; whiles as transformational leadership had a non-moderating effect. Besides consolidating the existing theory on the importance of innovation for explaining a variation in knowledge sharing activities, the findings also inform SMEs and policymakers to be cautious of implementing transformational leadership style as it may have a non-moderating impact in today’s entrepreneurial activities. Finally, we believe that this study will provide researchers with some key aspects to explore in this area of study and encourage applications of objective and subjective measures to improve the validity of results.

scholarly journals The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Psico-USF ◽  
2015 ◽  
Vol 20 (3) ◽  
pp. 493-504 ◽  
Author(s):  
Alexandra de Oliveira Rodrigues ◽  
Maria Cristina Ferreira
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
External Environment ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Impact ◽  
Transactional And Transformational Leadership

Abstract We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively predicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.

scholarly journals The Effectiveness Of Application Of The Leadership Style And Entrepreneurial Orientation To Improve Business Performance

2020 ◽  
Author(s):  
Budi Alamsyah Siregar
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Entrepreneurial Orientation ◽  
Business Performance ◽  
Raw Materials ◽  
Business Growth ◽  
Business Behavior ◽  
Transformational Leadership Style ◽  
The Impact

Abstract An owner's leadership style determines how the company carries out the activities in achieving its performance. The entrepreneurial orientation behavior present in an owner also determines how higher business performance can improve success. This study aims to understand how the role of a manager's leadership style and entrepreneurial orientation in improving his business performance. This research used a qualitative Delphi method by collecting in-depth data from 20 company owner. The results indicate the owner's transformational leadership style, a group of medium-sized enterprises that have developed and are beginning to be established, directly determines the applied entrepreneurial orientation. Finally, the application can affect the performance of the business. Behavior entrepreneurial orientation; not only promotes business growth medium, but it can also affect large enterprises' profitability due to the indirect impact achieved by large companies through cooperation in the supply of raw materials for products. The impact of increasing innovation power, proactive power, and risk-taking power on business performance arise from the support of a transformational leadership style. When transformational leadership styles and entrepreneurial orientations combine, medium-sized enterprises will achieve higher performance.

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