A Meta-Analysis of the Relationship between Transformational Leadership and performance: Focusing on the Research in South K orea Over the Recent 10 Years

2021 ◽  
Vol 12 (2) ◽  
pp. 43-71
Author(s):  
Jiyoung Kim ◽  
Wonseok Kang
Keyword(s):  
Transformational Leadership ◽  
Meta Analysis ◽  
And Performance ◽  
The Relationship

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis

2014 ◽  
Vol 43 (5) ◽  
pp. 1472-1497 ◽  
Author(s):  
Donghun (Don) Lee ◽  
Katie Kirkpatrick-Husk ◽  
Ravi Madhavan
Keyword(s):  
Positive Impact ◽  
Theoretical Orientation ◽  
Meta Analysis ◽  
Performance Outcomes ◽  
Alliance Portfolio ◽  
Quantitative Synthesis ◽  
And Performance ◽  
The Relationship ◽  
Level Of Analysis ◽  
Alliance Portfolios

Given the increasing interest in alliance portfolios, alliance portfolio diversity (APD) has been the focus of many recent studies. Yet, the performance consequences of APD—or of diversity in general—are neither theoretically clear nor empirically consistent. With meta-analytic analyses, we assess extant research on the APD–performance link. Across studies, APD has a positive impact on performance, although the level of analysis and how performance is measured influence the relationship. Going beyond conventional quantitative synthesis, however, we also systematically uncover patterns in how theoretical orientation and the operationalization of diversity moderate the APD–performance relationship. Our study serves as an invitation for future APD studies to employ more sophisticated theoretical and operationalization approaches as they expand our knowledge of diversity in alliance portfolios.

Innovative Approaches to Improving the Transfer and Sustainability of Learning

2014 ◽  
pp. 111-126 ◽  
Author(s):  
Michael P. Leimbach
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Learning Transfer ◽  
Meta Analysis ◽  
Performance Outcomes ◽  
Performance Impact ◽  
Difference Scores ◽  
Effective Learning ◽  
And Performance ◽  
The Relationship

The importance of learning transfer in ensuring that learning contributes to an organization's competitive advantage has been undermined in organizational practice. There are two major reasons for this: 1) few studies directly explore the relationship between transfer and performance improvement, and 2) most existing transfer models are too complex for practitioners to implement. The purpose of this chapter is to explore the link between learning transfer activities and performance outcomes, and to create a framework for implementing an effective learning transfer solution. A targeted literature review meta-analysis was used to explore the performance impact of training vs. training plus transfer activities. The authors compute “difference scores” representing the percentage of improvement from the transfer activities over training alone. Activities are categorized into a framework of eleven critical learning transfer actions. They then implement the elements of the Learning Transfer Framework in three demonstration projects. By incorporating findings from the literature review, meta-analysis, and the demonstration projects, the authors propose a new transfer framework that is effective and easy to implement. Implications and directions for future researchers are advanced.

scholarly journals Examining the effects of interorganizational learning on performance: a meta-analysis

2018 ◽  
Vol 33 (4) ◽  
pp. 574-584 ◽  
Author(s):  
Anni Rajala
Keyword(s):  
Meta Analysis ◽  
Moderating Effects ◽  
Interorganizational Learning ◽  
Content Type ◽  
Positive Effects ◽  
Research Designs ◽  
Different Types ◽  
And Performance ◽  
The Relationship ◽  
Practical Implications

Purpose Relationship learning is viewed as an important factor in enhancing competitiveness and an important determinant of profitability in relationships. Prior studies have acknowledged the positive effects of interorganizational learning on performance, but the performance measures applied have varied. The purpose of this study is to examine the relationship between interorganizational learning and different types of performance. The paper also goes beyond direct effects by investigating the moderating effects of different research designs. Design/methodology/approach This paper applies a meta-analytic approach to systematically analyze 21 independent studies (N = 4,618) to reveal the relationship between interorganizational learning and performance. Findings The findings indicate that interorganizational learning is an important predictor of performance, and that the effects of interorganizational learning on performance differ in magnitude under different research conditions. Research limitations/implications The paper focuses on interorganizational learning, and during the data collection, some related topics were excluded from the data search to retain the focus on learning. Practical implications The study evinces the breadth of the field of interorganizational learning and how different research designs affect research results. Moreover, this meta-analysis indicates the need for greater clarity when defining the concepts used in studies and for definitions of the concepts applied in the field of interorganizational learning to be unified. Originality/value This study is the first to meta-analytically synthesize literature on interorganizational learning. It also illuminates new perspectives for future studies within this field.

The impact of service innovation on firm performance: a meta-analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changli Feng ◽  
Ruize Ma ◽  
Lin Jiang
Keyword(s):  
Firm Performance ◽  
Positive Impact ◽  
Meta Analysis ◽  
Service Innovation ◽  
Future Research ◽  
Quantitative Review ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeWith the rise of service economy, many companies are attempting to gain a competitive advantage through service innovation. However, the existing research has not drawn consistent conclusions about the relationship between service innovation and firm performance. Hence, the purpose of this paper is to provide a quantitative review on the service innovation-performance relationship based on research findings reported in the extant literature.Design/methodology/approachStudies from 46 peer-reviewed articles were sampled and analyzed. A meta-analytic approach was adopted to conduct a quantitative review on the relationship between service innovation and firm performance, and the effects of any potential moderators were further explored.FindingsThe results found that service innovation has a significant positive impact on firm performance. Additionally, the relationship between service innovation and firm performance is influenced by measurement moderators (economic region and performance measurement), and contextual moderators (firm type, innovation type, customer factors and attitudes toward risk).Originality/valueThe meta-analysis has been used to explore the relationship between service innovation and firm performance, and the findings have contributed to the literature on service innovation, as well as providing future research directions.

The generalizability of transformational leadership across cultures: a meta-analysis

2019 ◽  
Vol 34 (3) ◽  
pp. 139-155 ◽  
Author(s):  
Marcus Crede ◽  
Jaehee Jong ◽  
Peter Harms
Keyword(s):  
Transformational Leadership ◽  
Cultural Values ◽  
Western Europe ◽  
Cultural Practices ◽  
Leadership Behaviors ◽  
Employee Performance ◽  
Meta Analysis ◽  
Content Type ◽  
Analytic Review ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether the effectiveness of transformational leadership behaviors are moderated by a country’s cultural values and cultural practices. Design/methodology/approach The authors describe a meta-analytic review of the relationship between transformational leadership and employee performance (task performance and OCBs) using data from over 57,000 individuals, 215 samples and 34 countries. The authors examine whether this relationship is moderated by the cultural values and practices of the country in which the study was located – after first controlling for methodological factors. Findings The authors find that cultural values and practices moderate the transformational leadership – employee performance relationship such that the relationship is much stronger in countries whose culture is incongruent with transformational leadership. Research limitations/implications Data were only available for 34 countries and it is unclear what role industry type and job type play in determining transformational leadership effectiveness or if these situational variables are confounded with culture. The findings call into question the generalizability of transformational leadership across countries and cultures. Practical implications The findings suggest that the value of transformational leadership behaviors may be limited in developed economies such as Western Europe and North America, while transformational leadership is most effective in Africa, the Middle East, South America and parts of Southeast Asia. Originality/value This is the first paper to examine the generalizability of transformational leadership across 34 countries and is by far the largest review ever conducted into the relationship between transformational leadership and subordinate performance.

scholarly journals Investigating the relationship between leadership style of nursing department managers and work engagement in faculty members of Iranian universities of medical sciences

2021 ◽  
Author(s):  
S KhoshKesht ◽  
A Yaghoobzadeh ◽  
N Dehghan-nayeri‏
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Work Experience ◽  
Faculty Members ◽  
Validity And Reliability ◽  
Significant Difference ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Introduction: The success of an organization is determined by its human ‎resources. Work engagement leads to higher productivity and performance of the organization. Leaders seek to understand the impact of ‎their leadership style on work engagement. This is even more important in educational organizations but research in this area is insufficient. This study aimed to investigate the relationship between department ‎manager’s leadership styles and faculty member’s work engagement in some Iranian universities of medical ‎sciences‎. Methods: This was a descriptive-analytical correlational study. 149 people including faculty members and department managers with at least 6 months of work experience were selected through the convenience sampling method. Data collection tools included ‎a demographic questionnaire, a multi-factor leadership questionnaire, and a Schaufeli & Bakker work engagement questionnaire whose validity and reliability were examined. ‎Data were analyzed using SPSS software version 16. Result: A total of 114 faculty members with 13.42 ± 9.75 and 35 department managers with 19.91 ± 8.67 work experience participated in this study. Faculty members reported high work engagement. There was a positive and significant relationship between work engagement and interactional (P = 0.010) and transformational leadership (P = 0.001). ‎There was a significant difference between manager’s and employee’s views on the interactional ‎and transformational leadership (P < 0.001). Conclusion: Managers can promote job engagement by selecting the proper leadership style, and the advantages can be leveraged to boost organizational productivity.

scholarly journals Analisis gaya kepemimpinan transformasional terhadap kinerja karyawan yang dimediasi komitmen kerja

2020 ◽  
Vol 4 (2) ◽  
pp. 99-111
Author(s):  
Rahmad Hidayat ◽  
Endi Sarwoko ◽  
Andi Nu Graha
Keyword(s):  
Transformational Leadership ◽  
Quantitative Research ◽  
Employee Performance ◽  
Future Research ◽  
Work Commitment ◽  
Mediating Role ◽  
Analysis Technique ◽  
And Performance ◽  
The Relationship

The purpose of this study was to determine the effect of transformational leadership on employee performance and to analyze the mediating role of work commitment. This research is a type of quantitative research, using a questionnaire arranged with a 5 point Likert scale. The research variables consisted of transformational leadership as an exogenous variable, employee performance as an endogenous variable, and work commitment while the mediating variable. The research sample was 80 employees of PT. Kalbe Farma, Tbk. The data analysis technique uses path analysis. The results showed that transformational leadership has a direct effect on employee performance. Other findings indicate that work commitment acts as a partial mediator of the relationship between transformational leadership and employee performance. Future research can develop research by including the role of organizational culture as a factor influencing commitment and performance.

scholarly journals GAYA KEPEMIMPINAN TRANSFORMASIOAN

2019 ◽  
Author(s):  
zilviwahyana ◽  
hanif al kadri
Keyword(s):  
Transformational Leadership ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Employee Performance ◽  
Factors Influencing ◽  
New Information ◽  
And Performance ◽  
The Relationship ◽  
A Company

ABSTRAK This article aims to explain the notion of transformational leadership, factors influencing transformational leadership and the relationship between transformational leadership and performance. The methodology used in this article is Systematic Literature Review (SLR). Researchers look for relevant theories, conclude, analyze and researchers create new information based on existing theories. The results of this article are based on the analysis of researchers that there is a relationship between transformational leadership and employee performance in a company

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