scholarly journals A transformational leadership model for managing change and transformation linked to diversification investments

2019 ◽  
Vol 20 (1) ◽  
pp. 414-445
Author(s):  
B Okanga ◽  
A Drotskie
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Research Method ◽  
Full Range ◽  
Leadership Theory ◽  
Effective Management ◽  
Leadership Theories ◽  
Leadership Model ◽  
Managing Change ◽  
Diversification Strategies

Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysis of the transformational leadership theories and triangulation with the behaviours of 30 purposively sampled managers from ten firms involved in different diversification activities. The aim of this was to determine the most appropriate transformational leadership model for managing change and transformation linked to diversification investments. Besides the degree of industry predictability and certainty, the findings echoed the reasoning in the full-range transformational leadership theory that a continuum of transformational-transactional leadership behaviours enhances effective management of diversification-related changes and transformation. However, no similar transformational leadership model was found to have been adopted by prior studies or enterprises engaged in different diversification activities. The study should fi ll this gap by identifying a new transformational leadership theory that links the full-range transformational leadership theory to Ansoff’s model for diversification and growth improvement strategies.

scholarly journals Intergalactic Leadership: Practical Tips for Leading Where No One Has Gone Before

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Peg A Lonnquist
Keyword(s):  
Transformational Leadership ◽  
Women Leaders ◽  
Research Productivity ◽  
Leadership Practices ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Model Based ◽  
Multicultural Leadership ◽  
Feminist Leadership ◽  
Successful Leaders

Most of the transformational, inclusive, partnership leadership literature, while brilliant and inspirational, does not provide day-to-day ideas for practitioners. Drawing on several key leadership theories and theorists (Kouzes and Posner’s five core behaviors of successful leaders, the Athena Model based on research on women leaders, Centered Leadership from the McKinsey Project, the Research-Productivity and Engagement Model, Burn’s and Bass’ Transformational Leadership Theory, Riane Eisler’s partnership leadership, multicultural leadership theorist Juana Bordas, and feminist leadership theorists), the author describes how she has translated and implemented day-to-day leadership practices which she calls Intergalactic Leadership.

Effects of Contemporary Leadership Styles and Employee Engagement on Customer Satisfaction in the Retail Grocery Industry in the US

2021 ◽  
pp. 274-298
Author(s):  
Lateef Melvin
Keyword(s):  
Transformational Leadership ◽  
Customer Satisfaction ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Quantitative Research ◽  
Charismatic Leadership ◽  
Leadership Theory ◽  
Grocery Industry ◽  
Retail Grocery

Competition within the retail grocery industry has reached an all-time high. Organizations looking to differentiate themselves from rivals are focusing on improved customer satisfaction. This quantitative research study investigated how customer satisfaction was related to contemporary leadership styles and employee engagement. Transactional leadership theory, transformational leadership theory, and charismatic leadership theory were used as the theoretical framework of the study. Regression analyses were conducted to determine the effect of contemporary leadership styles on employee engagement in addition to determining the extent of the relationship existing with customer satisfaction. The results of the study indicated both transactional leadership and transformational leadership positively impacted or increased employee engagement; however, transformational leadership proved to be a significantly higher predictor of employee engagement.

Resilient leadership: a transformational-transactional leadership mix

2015 ◽  
Vol 6 (1) ◽  
pp. 99-112 ◽  
Author(s):  
Kwasi Dartey-Baah
Keyword(s):  
Transactional Leadership ◽  
Design Methodology ◽  
Strategic Thinking ◽  
Leadership Theory ◽  
Learning Performance ◽  
Leadership Theories ◽  
Content Type ◽  
Performance Orientation ◽  
Resilient Leadership ◽  
Conceptual Link

Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

Leadership and innovation capability development in strategic alliances

2014 ◽  
Vol 35 (5) ◽  
pp. 442-469 ◽  
Author(s):  
Jochen Schweitzer
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
Leadership Behaviors ◽  
Full Range ◽  
Capability Development ◽  
Measurement Scales ◽  
Content Type ◽  
Operational Capabilities

Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.

scholarly journals Charismatic and Transformational Leadership

Management ◽  
2019 ◽  
Author(s):  
Kevin B. Lowe ◽  
Hanoku Bathula
Keyword(s):  
Transformational Leadership ◽  
Full Range ◽  
Charismatic Leadership ◽  
Superior Performance ◽  
Employee Behavior ◽  
Leadership Theories ◽  
Organizational Mission ◽  
Significant Difference ◽  
Leaders And Followers ◽  
Self Interest

Leadership is a complex and multifaceted phenomenon which defies comprehensive definition in a sentence or two. As the legendary Ralph Stogdill, the author of the Handbook of Leadership: A Survey of the Theory and Research (1974), famously commented, there are almost as many different definitions of leadership as there are people who have attempted to define the concept. One perspective on leadership is the process of developing a vision and communicating that vision in a way that influences others to embrace and act on the vision. Traditional transactional leadership theories focused on interpersonal transactions, founded on principles of rational economic exchange, between managers and employees by using rewards systems to influence employee behavior. However, newer leadership theories that emerged around the 1980s, often referred to collectively as neo-charismatic theories, explained how leaders could influence their followers to place the needs of the organizational mission above their own self-interest. The two most popular of those theories, namely, charismatic leadership and transformational leadership, are both focused on creating a unique bond between leaders and followers, resulting in superior performance. While the terms charismatic and transformational are often used interchangeably and are in some ways linked to each other conceptually, there is a significant difference in the full range of their respective conceptualizations. This chapter covers major theoretical developments and their practical relevance to practicing managers and provides a list of important resources that can help researchers in this area.

scholarly journals Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison

2017 ◽  
Vol 18 (3) ◽  
Author(s):  
Natalie Khan
Keyword(s):  
Higher Education ◽  
Transactional Leadership ◽  
Teaching And Learning ◽  
New Technologies ◽  
Higher Education Institutions ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Student Demographics ◽  
Leadership Strategy ◽  
Adaptive Leadership Theory

<p class="3">Higher education institutions operate in a complex environment that includes influence from external factors, new technologies for teaching and learning, globalization, and changing student demographics to name a few. Maneuvering such complexity and change requires a leadership strategy that is flexible and supportive. This paper reviews two leadership theories in reference to this need: adaptive leadership theory and transactional leadership theory. Three conceptual categories of environmental readiness, leadership complexity, and followers’ motivation are used as points of comparison for each theory. A recommendation is made for leadership strategy in higher education institutions based on this comparison.</p>

scholarly journals The Ethical Dimension in Transformational Leadership

2008 ◽  
Vol 3 (3) ◽  
Author(s):  
Anona Armstrong ◽  
Nuttawuth Muenjohn
Keyword(s):  
Transformational Leadership ◽  
Management Practices ◽  
Empirical Studies ◽  
Full Range ◽  
Empirical Support ◽  
Ethical Behaviour ◽  
Leadership Model ◽  
Full Range Leadership Model ◽  
Full Range Leadership ◽  
Leadership Behaviour

Few empirical studies have been done that directly address the underlying values that drive leadership or distinguish its ethical dimensions. As a result the development of a theory about how values and ethics affect transformational leadership lacks empirical support. This has important implications for the study of transformational leadership. The purpose of this study was to establish a range of values and implied approaches to ethics that are associated with transformational styles of leadership, to use an inductive approach to determine the values and ethical approaches associated with transformational leadership, and to determine whether such a style is always right in itself. The study used interview data from senior executives to address the questions: What kinds of values do people associate with the dimensions of transformational leadership? Are these values related to ethical conduct and positive outcomes for followers and organisations? What are the values that drive transformational leadership behaviour? Is there an ethical or moral dimension to it? Do these represent ethical or immoral dimensions in the “Full range leadership model? The results of this study suggest that leaders’ values are more important in driving ethical behaviour among leaders, than the operationalisation of the management practices suggested by transformational leadership theory.

scholarly journals LEADERSHIP PSYCHOSEMANTIC CONSTRUCTS IN THE CONSCIOUSNESS OF YOUTH: GENDER DIMENSION

2020 ◽  
pp. 86-101
Author(s):  
L. Zahrai ◽  
O. Fedoruk
Keyword(s):  
Transformational Leadership ◽  
Self Regulation ◽  
Personal Characteristics ◽  
Transformation Model ◽  
Leadership Theories ◽  
Leadership Model ◽  
The World ◽  
Mental Abilities ◽  
Personality Features ◽  
Model Formation

The paper focuses on the problem of leadership. The gender’s specificity issue of leadership is being analyzed. The transformational leadership model of the justification is presented. The purpose of the article is to perceive the «leader» students concept in the picture of the world in gender’s context. Different leadership theories are analyzed. Three key approaches to leadership interpretation are particularly described: personality features, situation interaction, behavior. The modern leadership theories are analyzed. These theories are methodological basis for transformational leadership model formation. Indicators of the transformation model are being differentiated: interaction with the followers, but not the subordinates; the followers goals transformation; stimulation of their self-development and their result achievements. The research methodology for the students leadership concept is described. The methods applied: uncompleted sentences; psychosemantic differential. While considering the picture of the world, the «leadership» concept content among most students is masculine. Leadership concept includes characteristics such as: dominance, power, success and the ability to be the first and to lead. Personal characteristics in particular emotional and voluntary self-regulation, organizational, mental abilities, moral and communicative features are not important. Gender specificity in the students «leadership» concept content is differentiated. The psychosemantic constructions of power-dominated relations, competition and domination are dominated in the men. The key characteristics of the psychosemantic content of women’s leadership models are the ability to lead, success and dominance. The stereotyped level of the leadership model formation is typical for most students.  

scholarly journals Exposition Of Nehemiah's Leadership Model: A Spiritual and Transformational Leadership Approach

2021 ◽  
Vol 4 (2) ◽  
pp. 50-77
Author(s):  
Asnita Basir Leman
Keyword(s):  
Transformational Leadership ◽  
Comparative Analysis ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Christian Leadership ◽  
Current Application ◽  
Leadership Model ◽  
The Church

Many world leadership motivators use the Bible's principles and apply them in the secular area, and they are very successful. Ironically, when Christians want to emulate that success and reuse those principles in spiritual leadership of the church, it turns out that in the process of 're-use' and 're-pack' someone has been eliminated, Christ is no longer be the center of that leadership. This article aims to present an exposition of Nehemiah's leadership model, conduct a comparative analysis based on spiritual leadership and transformational leadership theory, then synthesize according to theological context and its current application concepts based on the worldview Christian. The results of the research are expected to be an inspiration for the Christian leadership holistically.

scholarly journals Optimistic Leadership for the 21st Century and Beyond

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Vincent Techo
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
21St Century ◽  
Visionary Leadership ◽  
Leadership Theory ◽  
Distance Decay ◽  
Leadership Theories ◽  
Global Organizations ◽  
Differentiated Leadership ◽  
Leadership Approaches

This paper proposes a future-driven leadership theory — the optimistic leadership theory — suitable for leading global organizations in the 21st century and beyond. The author argues that a new leadership approach is needed for these organizations due to the complexities that come with globalization, including the high need for knowledge and experience, distance decay, and cultural amalgamation. Five leadership approaches (Visionary Leadership, Differentiated Leadership, Servant Leadership, Flexible Leadership, and Reflective Leadership) are identified as the components of optimistic leadership. Following a review of the rare literature on these five leadership approaches, they are found to constitute the best determinants of successful future-driven leadership. There is an overlap of some approaches and some are within other leadership theories such as transformational leadership. A model of optimistic leadership is suggested, and a test based on the variables is proposed.

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