Leadership and Employee Motivation: Moderating Role of Gender

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Beena Prakash
Keyword(s):  
Transformational Leadership ◽  
Employee Motivation ◽  
Business Environment ◽  
Demand Pull ◽  
Logistics Services ◽  
And Gender ◽  
The Relationship ◽  
Core Issues ◽  
Moderating Role

With the present business environment which is creating a strong demand pull for quality and efficient logistics services, core issues are being gradually removed with time but HR issues are still neglected. Motivation can be the key process of boosting the morale of employees to encourage them to willingly give their best in accomplishing assigned tasks. During growth of any sector, dimensions of leadership can have great impact on employee motivation. This research paper analyzes impact of transformational leadership on employee motivation and moderating role of gender. The result shows significant positive correlation between transformational leadership and employee motivation and gender does moderate the relationship.

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

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.

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.

scholarly journals What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice

2021 ◽  
Vol 12 (2) ◽  
pp. 76
Author(s):  
Tung Thanh Ha ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Justice ◽  
Structural Equation ◽  
Business Environment ◽  
Equation Modelling ◽  
Change Capacity ◽  
Innovative Culture ◽  
The Relationship

The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

Well-Being and the Pandemic: Trust in People Matters More Than Trust in Institutions

2021 ◽  
pp. 003329412110616
Author(s):  
Veljko Jovanović ◽  
Francesco Sarracino ◽  
Milica Lazić ◽  
Vesna Gavrilov-Jerković
Keyword(s):  
Interpersonal Trust ◽  
Well Being ◽  
Protective Role ◽  
Institutional Trust ◽  
Trust In Institutions ◽  
Age And Gender Differences ◽  
And Gender ◽  
The Relationship ◽  
Moderating Role

Trust is an important correlate of well-being, and it plays an important moderating role against adversity. But does this conclusion also hold during pandemics? We address this question by investigating the role of interpersonal and institutional trust for well-being, as measured by five proxies, during the COVID-19 pandemic in Serbia. We also examined age and gender differences in the relationship between trust and well-being, and tested the protective role of trust among individuals whose well-being might be at risk during the pandemic. The sample included a total of 5776 Serbian adults ( Mage = 37.00 years, 75% female). The results showed that interpersonal trust has a small but significant relationship with well-being, whereas institutional trust has negligible effects. We also found some evidence for the protective role of general interpersonal trust on well-being among individuals with poorer self-rated health and in a poorer financial situation. Our findings confirm the role of interpersonal trust for well-being in times of crisis, and support previous evidence indicating that promoting interpersonal trust should be a core goal of public policy.

Knowledge management and firm innovative performance with the moderating role of transformational leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irene Wei Kiong Ting ◽  
Hai Juan Sui ◽  
Qian Long Kweh ◽  
Gusman Nawanir
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Self Report ◽  
Content Type ◽  
Innovative Performance ◽  
Service Companies ◽  
Positive Effects ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to examine the effect of knowledge management on firm innovative performance and the moderating effect of transformational leadership in the relationship between knowledge management and firm innovative performance. Design/methodology/approach In total, 200 managers of participating Malaysian public listed service companies responded to a self-report set of the survey questionnaire. Partial least squares-structural equation modelling technique is used to estimate the main effects of knowledge management, particularly its infrastructures and processes, on firm innovative performance and the moderating effects of transformational leadership on the relationship. Findings Knowledge management infrastructures and knowledge management processes both have statistically significant and positive effects on firm innovative performance. In addition, transformational leadership significantly and negatively moderates the relationships. Practical implications The findings of this study can be a reference for the Malaysian public listed service companies to understand how and why managing well knowledge management infrastructures and processes can improve firm innovative performance. Moreover, this study highlights the role of transformational leaders in the context of knowledge management. Originality/value This study brings about managerial viewpoints of the relationship between knowledge management and firm innovative performance, with the moderating role of transformational leadership.

Servant Leadership and Commitment: Role of Transformational Leadership

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Abirami Muthia ◽  
Venkat R. Krishnan
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Practical Implication ◽  
Normative Commitment ◽  
The Relationship ◽  
Moderating Role

Leadership styles have been found to impact followers affective and normative commitment. The purpose of this study is to analyze the mediating and moderating role of transformational leadership in the relationship between servant leadership and followers affective and normative commitment. Data were collected from 105 employees (49 male, 56 female) of various IT firms located in India. The respondents were asked to rate their supervisors servant leadership and transformational leadership, and their own affective and normative commitment. Results show that transformational leadership fully mediated the relationship between servant leadership and followers affective and normative commitment. We also found that servant leadership enhances followers affective and normative commitment only when transformational leadership is low. A practical implication of the study is that displaying characteristics of servant leadership would be a good start for any leader-follower relationship and for making it more transformational. Once the leader is seen as highly transformational, servant leadership may not enhance followers affective and normative commitment after that. This study adds to the existing literature by checking for both moderation and mediation by transformational leadership in the relationship between servant leadership and followers affective and normative commitment.

scholarly journals Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity

2020 ◽  
Vol 12 (6) ◽  
pp. 2340
Author(s):  
Ki Baek Jung ◽  
Seung-Wan Kang ◽  
Suk Bong Choi
Keyword(s):  
Organizational Change ◽  
Risk Taking ◽  
Task Complexity ◽  
Business Environment ◽  
Future Research ◽  
Empowering Leadership ◽  
Risk Taking Behavior ◽  
The Relationship ◽  
Moderating Role

Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today‘s rapidly changing business environment. The aim of this study is to investigate the relationship between empowering leadership and the commitment to organizational change of Korean employees and also examine whether risk-taking behavior mediates the above relationship. Moreover, we attempt to address the moderating role and mediated moderating role of task complexity in the relationship between risk-taking behavior and commitment to organizational change. The main hypotheses were tested using a cross-sectional design, with questionnaires administered to 275 employees working in Korean firms. The results of the empirical analysis revealed that empowering leadership was positively related to commitment to organizational change. The results also showed that risk-taking behavior positively mediated the relationship between empowering leadership and employees’ commitment to organizational change. More importantly, we found that the indirect effect of empowering leadership on commitment to organizational change via risk-taking behavior was stronger when task complexity was high. Uncovering the relationship between empowering leadership and employees’ commitment to organizational change through the mediating role of risk-taking behavior and the mediated moderating role of task complexity has useful theoretical and practical implications. The limitations of the study are discussed along with suggestions for future research.

scholarly journals The moderating role of risk management in project planning and project success: Evidence from construction businesses of Pakistan and the UK

2019 ◽  
Vol 11 (1) ◽  
pp. 23-35 ◽  
Author(s):  
Mariusz Urbański ◽  
Adnan Ul Haque ◽  
Isaiah Oino
Keyword(s):  
Risk Management ◽  
Project Success ◽  
Business Environment ◽  
Project Planning ◽  
Project Managers ◽  
Partial Least Square ◽  
The Uk ◽  
The Relationship ◽  
Moderating Role

Abstract This comparative study examines the moderating role of risk management in project planning and project success in the construction business of the UK and Pakistan. The data was gathered from 152 project managers (76 from both economies each) using a survey questionnaire. The purposive sampling technique was used to ensure fair representation of sample size and the RAND formula was used to select the project managers. For quantitative analysis, partial least square structural equation modelling technique was utilised. The results confirmed that project planning had a statistically significant impact on project success. Furthermore, risk management significantly moderated the relationship between project planning and project success in the construction businesses despite being in two different economies. The paper contributes to the enhancement of the body of knowledge intended for global companies and academicians aiming to implement risk management frameworks to enhance project success and ensure the effectiveness of project planning in a competitive business environment. It offers a new perspective to investigate the relationship between project planning and project success through moderating the effect of risk management, which is a new theoretical dimension for construction business and the field of project management. It is proposed to the governments and construction businesses operating in the UK and Pakistan to validate the empirical research framework in the cross-cultural context while assessing risk and uncertainty. It helps the construction business in the evaluation of risk while planning and successfully implementing project strategies.

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