scholarly journals Does What Goes Around Really Comes Around? The Mediating Effect of CSR on the Relationship between Transformational Leadership and Employee’s Job Performance in Law Firms

2019 ◽  
Vol 11 (12) ◽  
pp. 3366 ◽  
Author(s):  
Qian Hongdao ◽  
Sughra Bibi ◽  
Asif Khan ◽  
Lorenzo Ardito ◽  
Mohammad Nurunnabi
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Business Environment ◽  
Mediating Effect ◽  
Decision Makers ◽  
Law Firms ◽  
Cross Sectional ◽  
The Law ◽  
Corporate Social ◽  
The Relationship

Leadership is essential for the success of every organization, as people believe in the ability of their leaders to guide change and achieve success. Today’s law firms are operating in a complex business environment and facing huge competition from both clients and talent. Tough competition, business alliances, corporate social responsibleness, and market conditions demand a huge transformation in the law industry. This study was designed to investigate the relationships between transformational leadership (TL), employee’s job performance (JP), and corporate social responsibility (CSR), as well the mediating mechanism of CSR among TL and JP. The data has been collected from 200 employees working in law firms of Pakistan by using a cross sectional research method. The study hypothesized that TL is significantly related to JP and CSR; in addition, CSR mediates the relationship between TL and JP. Results confirm our conjectures, hence allowing us to contribute to the scant literature of TL, CSR, and JP in the law industry. Our study provides important information to the decision makers who are involved in policymaking; that the adoption of TL practices and involvement in CSR activities can improve JP. Moreover, theoretical and practical implementations are provided for generalization.

scholarly journals The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

2020 ◽  
Vol 12 (10) ◽  
pp. 4248 ◽  
Author(s):  
Khaled Alshihabat ◽  
Tarik Atan
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Corporate Social ◽  
The Relationship

The main objective of this study was to investigate the mediating effect of organizational citizenship behavior (OCB) in the relationship between transformational leadership (TLS) and corporate social responsibility practices (CSR). Another objective was to present adequate properties regarding the reliability of the scores, and evidence of the validity of the internal structure of the measurement instrument. Structure equation modeling (SEM) was used to analyze the data, which was randomly collected from 392 participants from the universities of Jordan. The overall assessment of the model was accepted and TLS was found to indirectly and significantly impact CSR practices through OCB, where the direct effect was significant, though lower than the indirect impact. This means that TLS is a good predictor of CSR practices, especially with the mediation of OCB. One of the implications of this finding is that leaders should promote OCB among their employees, as this will be reflected in their CSR practices, which is one of the requirements of sustainability. The originality of this research lies in it being the first to explore the indirect effect of TLS on CSR practices through OCB.

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

2020 ◽  
Vol 17 (5) ◽  
pp. 605-625
Author(s):  
Jnaneswar K ◽  
Gayathri Ranjit
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Job Performance ◽  
Business Environment ◽  
Full Time ◽  
Content Type ◽  
Mediating Role ◽  
Corporate Social

PurposeEncouraging employees to bolster their performance in today's turbulent business environment is an important priority for all types of organizations. Even though few studies reported the impact of transformational leadership (TL) on job performance (JP), the role of mediators namely corporate social responsibility (CSR) in this relationship is not given due attention. The purpose of this paper is to assess the mediating role of CSR in the relationship between TL and JP in the Indian context.Design/methodology/approachData from 306 full time employees working in the manufacturing industry in India were collected through an online survey. The manufacturing organizations were selected on the basis of their active participation in CSR activities and robustness of HR practices. Three structured questionnaires were used for eliciting data from the employees, and AMOS software was used for testing the validity of the hypothesized model. PROCESS macro was used for testing the mediating role of CSR.FindingsTL impacted both JP and CSR. Additionally, CSR showed a positive relationship with JP of employees. The pivotal finding of the study is the partial mediation of CSR in the TL–JP relationship.Originality/valueBased on neo-charismatic paradigm theory, TL theory, stakeholder theory and social identity theory, this paper enriches the literature by demonstrating the mediation mechanism driving TL and JP relationship.

Interplay between P-O fit, transformational leadership and organizational social capital

2018 ◽  
Vol 47 (4) ◽  
pp. 913-930 ◽  
Author(s):  
Usman Raja ◽  
Dave Bouckenooghe ◽  
Fauzia Syed ◽  
Saima Naseer
Keyword(s):  
Social Capital ◽  
Transformational Leadership ◽  
Hierarchical Linear Modeling ◽  
Service Sector ◽  
Developed Countries ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Social Capital ◽  
The Relationship

PurposeUsing social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues.Design/methodology/approachField study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data.FindingsIn support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC.Research limitations/implicationsCross-sectional data were collected through self-reports, which raises concerns of reporting bias.Practical implicationsManagers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC.Social implicationsThis study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries.Originality/valuePrevious research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.

scholarly journals Transformational Leadership and Employees’ Creativity: A Multi-Mediation Model

2019 ◽  
Vol 5 (1) ◽  
pp. 1-21
Author(s):  
Maria Saleem ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Mediating Effect ◽  
Survey Method ◽  
Job Autonomy ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
The Relationship

This research aims to examine the relationship between transformational leadership and employees’ creativity through mediating role of trust and job autonomy. The study employed cross sectional survey method for the collection of data from 187 employees working in construction and banking sectors of Pakistan. The findings reveal that transformational leadership fosters employees’ creativity through trust and job autonomy. Both trust and job autonomy have statistically significant mediating effect. However, trust being the mediator, plays a more significant role in boosting up the transformational leadership and employees’ creativity relationship as compared to job autonomy. This research helps to know how transformational leadership enhances employees’ creativity by enlightening the mediating role of trust and job autonomy. Further, the findings of this research also help the managers to understand and create such environment which enhances employees’ creativity by focusing on the factors identified in this study. This research contributes to advance the literature on the mediating role of trust and job autonomy in describing the relationship of transformational leader and employee’s creativity and highlighting that trust plays a more important role to enhance creativity in contrast to job autonomy. Further, this is the first attempt to enhance the employee creativity through transformational leadership style and the mediating role of both trust and job autonomy in Pakistan.

The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior

2019 ◽  
Vol 48 (5) ◽  
pp. 1186-1208 ◽  
Author(s):  
Bilal Afsar ◽  
Mariam Masood ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Mediating Effect ◽  
Work Behavior ◽  
Job Crafting ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior. Design/methodology/approach A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates. Findings The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior. Practical implications Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment. Originality/value This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

Lecturers' commitment to teaching entrepreneurship: do transformational leadership, mindfulness and readiness for change matter?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sock Beei Yeap ◽  
Abdul Ghani Kanesan Abdullah ◽  
Lei Mee Thien
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Readiness For Change ◽  
Mediating Effect ◽  
Survey Method ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

PurposeThis study aims to examine the influence of transformational leadership and mindfulness on lecturers' commitment to teaching entrepreneurship with mediating effect of readiness for change in polytechnics.Design/methodology/approachThe study used the cross-sectional survey method. The sample participants were 171 lecturers from polytechnics. Data were analysed by using partial least squares–structural equation modelling (PLS-SEM) approach.FindingsFindings indicated that readiness for change mediated the relationship between transformational leadership and commitment to teaching entrepreneurship. Transformational leadership and mindfulness had no significant influence on commitment to teaching entrepreneurship. Readiness for change did not mediate the relationship between mindfulness and commitment to teaching entrepreneurship.Practical implicationsHigher education should be aware of the importance of lecturers' readiness for change. This is because readiness for change is the mediator of the relationship between transformational leadership and commitment to teaching entrepreneurship.Originality/valueThe study sheds light on the explanation of mediating effect of readiness for change to influence the relationship between transformational leadership and lecturers' commitment to teaching entrepreneurship in the Malaysian polytechnic context.

scholarly journals The Mediating Effect of Organizational Commitment in the Impact of Transformational Leadership Style on Employee Performance: A Study of Divisional Secretariats in the Jaffna District

2019 ◽  
Vol 9 (2) ◽  
pp. 116 ◽  
Author(s):  
Thaneswary Raveendran ◽  
Aruna Shantha Gamage
Keyword(s):  
Factor Analysis ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Style ◽  
Employee Performance ◽  
Mediating Effect ◽  
Transformational Leadership Style ◽  
The Impact ◽  
The Relationship

The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees’ job performance in the Divisional Secretariats in Jaffna District. 287 employees were selected for this study. Leadership styles were measured using MLQ Rater Form 5-x, employee performance was measured using job performance Scale and organizational commitment was measured using Organizational Commitment Questionnaire. Exploratory factor analysis was performed to get factor structure and confirmatory factor analysis performed to confirm the validly and reliability of the study instruments. The results revealed that transformational leadership has a positive impact on job performance and on organizational commitment. It was also found that organizational commitment doesn’t have a mediating effect in the impact of transformational leadership on employee performance. The findings also revealed that organizational commitment doesn’t have impact on employee performance. This study recommends that the leaders should pay more attention in their leadership style as a way to improve employee performance. This study further suggests that future researchers should cover larger samples and the other public sector organizations to better understand the relationship between the variables. 

Managerial competencies and business performance: innovation as a mediator in Rwandan SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eugenie Byukusenge ◽  
John C. Munene ◽  
Laura A. Orobia
Keyword(s):  
Business Performance ◽  
Bootstrap Method ◽  
Methodological Approach ◽  
Business Environment ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Mediation Effects ◽  
Content Type ◽  
Managerial Competencies ◽  
The Relationship

Purpose The purpose of this study is to examine the mediating effect of innovation on the relationship between managerial competencies and business performance of small and medium enterprises (SMEs) in Rwanda. Design/methodology/approach A cross-sectional survey and quantitative methodological approach were used to collect the data. The bootstrap method was used to test mediation effects. Findings The findings revealed that innovation is a significant mediator in the association between managerial competencies and business performance. This study, therefore, adds new knowledge by stating that innovation toward business performance is a partial mediator in the relationship between managerial competencies and business performance of SMEs in Rwanda. Research limitations/implications Only a single research methodological approach was used. Qualitative studies through interviews could be undertaken to triangulate. Furthermore, the findings from the present study are cross-sectional. Longitudinal studies ought to be undertaken to examine the mediation effects studied to investigate any possibility of variations in the results. Practical implications The results may help owners-managers of SMEs to develop policies and strategies that could enable them to take advantage of new opportunities in relation to updated technology and cope with changes that may take place in the business environment to boost their business performance level. Originality/value To the authors’ knowledge, no research has ever been carried out on the mediating role of innovation in the relationship between managerial competencies and business performance of SMEs in Rwanda.

scholarly journals Does thriving and trust in the leader explain the link between transformational leadership and innovative work behaviour? A cross-sectional survey

2019 ◽  
Vol 25 (1) ◽  
pp. 37-51 ◽  
Author(s):  
Bilal Afsar ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Public Hospitals ◽  
Mediating Effect ◽  
Main Concern ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Trust In Leader

Background Creating and fostering innovation has long been a main concern of different organisational leaders, regardless of the size, nature, or structure of the organisation. Transformational leadership positively affects innovative work behaviour but understanding underlying mechanisms through which transformational leadership influences innovative work behaviour is critical. Aims The purpose of this research was to examine the mediating effect of trust in leader and the moderating effect of thriving on the relationship between transformational leadership and nurses’ innovative work behaviour. Methods The sample of this cross-sectional, correlational study consisted of 326 nurses nested in 39 work groups, who were selected, on the basis of the convenience sampling method, from among the nurses working at 21 public hospitals in Pakistan. The data of the study were collected between May and July of 2018. Results Results showed that transformational leaders instilled trust within subordinate nurses, which acted as a mediator in predicting their innovative work behaviour. Further, thriving moderated the relationship between trust in leader and nurses’ innovative work behaviour. Findings also indicated that thriving nurses exhibited a greater degree of innovative work behaviour when they trusted their head nurses. Conclusions Healthcare policies and strategies are needed to facilitate the implementation of transformational leadership by providing healthcare leaders with the appropriate environment.

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