How does Leadership Motivate the Innovative Behaviors of Software Developers?

2022 ◽  
pp. 1727-1742
Author(s):  
Youngkeun Choi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Full Range ◽  
Intellectual Stimulation ◽  
Affective Organizational Commitment ◽  
Software Developers ◽  
Full Range Leadership ◽  
Software Engineers ◽  
Leadership Types ◽  
Innovative Behaviors

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

How does Leadership Motivate the Innovative Behaviors of Software Developers?

2019 ◽  
Vol 10 (4) ◽  
pp. 41-54
Author(s):  
Youngkeun Choi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Full Range ◽  
Intellectual Stimulation ◽  
Affective Organizational Commitment ◽  
Software Developers ◽  
Full Range Leadership ◽  
Software Engineers ◽  
Leadership Types ◽  
Innovative Behaviors

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

Leadership styles and organizational commitment: literature review

2016 ◽  
Vol 35 (2) ◽  
pp. 190-216 ◽  
Author(s):  
Rusliza Yahaya ◽  
Fawzy Ebrahim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Literature Review ◽  
Full Range ◽  
Content Type ◽  
Full Range Leadership Model ◽  
Extra Effort ◽  
Full Range Leadership ◽  
Laissez Faire ◽  
The Impact

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Intercultural Communication and Sustainable Leadership

2014 ◽  
pp. 700-716
Author(s):  
Nelly Kostoulas-Makrakis
Keyword(s):  
Transformational Leadership ◽  
Intercultural Communication ◽  
Leadership Practices ◽  
Full Range ◽  
Sustainable Leadership ◽  
Intercultural Communication Competence ◽  
Full Range Leadership ◽  
Sustainability Leadership ◽  
Social Environmental ◽  
Sustainability Challenges

The environmental, economic, and social crises we are increasingly confronted with locally and globally, including climate change, ozone depletion, biodiversity loss, and also economic and social issues, such as poverty, social inequalities, violation of human rights, gender inequalities, loss of indigenous knowledge, etc. call for changes in the ways we think, work, and act. In this context, a course dealing with intercultural communication and sustainable leadership that is part of a M.Sc. programme on ICT in Education for Sustainable Development has been developed and is studied in this chapter. The course puts emphasis on the most urgent and critical social, environmental, and economic challenges facing the world and explores how leaders from education, business, government and civil society are responding to global/local sustainability challenges. In particular, it elaborates on the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature and presenting a model of sustainability leadership that integrates three complementary types of leadership, namely: distributed; entrepreneurial and transformational. The course also examines the importance of sustainable leadership practices within organisations (e.g. schools, business, NGOs, public) and assess the potential benefits if institutions are more actively engaged in sustainable leadership practices. It explores how intercultural communication can contribute to positive change for sustainability and discusses that new theoretical frameworks are needed to better understand effective transformational leadership. It also elaborates how cultural orientations and intercultural communication competence affect the full range leadership framework and transformational leadership dimensions. This course is delivered through a Virtual Learning Management System (VLMS) based on Moodle open LMS.

scholarly journals The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance

2015 ◽  
Vol 11 (1) ◽  
pp. 231 ◽  
Author(s):  
Dhaifallah Obaid Almutairi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Style ◽  
Affective Organizational Commitment ◽  
Mediating Effects ◽  
Transformational Leadership Style ◽  
Female Nurses ◽  
The Relationship ◽  
Larger Sample

<p><span lang="EN-US">Nurses are considered the most valuable assets in hospitals, and leadership style is one of the determinants that can affect their performance. 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 among Saudi female nurses. Four hospitals located in Riyadh and 227 Saudi female nurses were selected for this study. The results indicate that transformational leadership style is positively correlated with job performance and affective organizational commitment. The findings also reveal that affective organizational commitment mediates the relationship between transformational leadership style and job performance. This study recommends that hospital management should provide the groundwork for instilling transformational leadership styles and mangers should pay more attention to their leadership style in order to enhance job performance. This study also suggests further research that would include different measures and a larger sample as well as other areas, which could result in better understanding of the relationship between the variables.</span></p>

Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification

2017 ◽  
Vol 13 (3) ◽  
pp. 585-600 ◽  
Author(s):  
Gregory W. Allen ◽  
Prince A. Attoh ◽  
Tao Gong
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Organizational Identification ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship ◽  
Staff Level

Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

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 Kontribusi Gaya Kepemimpinan Transformasional Pada Komitment Organisasi (Studi Pada Bpr Di Kota Semarang)

2018 ◽  
Vol 8 (2) ◽  
pp. 78
Author(s):  
Agung Sedayu ◽  
Ririh Dian Pratiwi ◽  
Desy Herma Fauza
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Commitment ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Transformational Leadership Style ◽  
Individualized Consideration

One of the problems that employees often face is the employment pressure from their superiors. The impact of the problem includes the increase of employee turnover, the decrease of employee motivation, and the increase of employee absenteeism. Such condition decreases organizational effectivity. Therefore, the first step done by the organization is to increase employee commitment in order to improve effectiveness. To increase employees' commitment, the role of leadership is very important. One of the most popular leadership styles and suitable applied in many setting is the transformational leadership style. It significantly contributes to the improvement of organizational commitment. The leadership has four dimensions: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The current study aims to find empirical evidence of the contribution of transformational leadership styles to organizational commitment. The employees of BPR in the city of Semarang are used as samples in the study. The data used are primary data obtained from the distribution of questionnaires to respondents. This study used descriptive analysis techniques and multiple linear regression. The results prove that simultaneously transformational leadership style significantly influence the organizational commitment. Partially inspirational motivation and individualized consideration variables have a significantly positive effect on organizational commitment. However, the idealized influence and intellectual stimulation variable have no effect on organizational commitment. The findings have theoritical and practical implication. From theoritical side, the continued research need to conduct to give clearer description of the two variables relationship. From practical side, leaders of BPR can consider the findings to improve their employee commitment.. Keywords: transformational leadership style and organizational commitment

Sign in / Sign up

Export Citation Format

Share Document