The Influence of Transformational Leadership, Cultural Orientation, and Emotional Conflict on Innovation in Multicultural Teams

2021 ◽  
pp. 124-155
Author(s):  
Laura Esmeralda Guzmán-Rodríguez ◽  
Mar Bornay-Barrachina ◽  
Amaia Arizkuren-Eleta ◽  
Alicia Fernanda Galindo-Manrique ◽  
Esteban Pérez-Calderón
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Cultural Orientation ◽  
Intellectual Stimulation ◽  
Multicultural Teams ◽  
Strategic Action ◽  
Team Members ◽  
Emotional Conflict ◽  
Team Innovation ◽  
Management Domain

Multicultural teams represent a key strategic action that generate significant competitive advantages and innovation. The authors address the question of how transformational leadership, cultural orientation, and emotional conflict impact on multicultural teams focused on innovation. The methodology used has a quantitative and transversal approach because the measurement is carried out in a specific moment. The sample is composed by 415 multicultural-team members working in multinational companies. Results indicate that the dimension of intellectual stimulation and a horizontal hierarchy are factors that influence the team innovation. In contrast, the emotional conflict did not show a significant relationship. The positive moderating effect of organizational support on intellectual stimulation and team innovation´s relationship is proven. This study contributes significantly to international human resource management domain by leading to a better understanding of the functioning of work teams to ensure business innovation and the need for internationalization.

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

How coach leadership is related to the coach-athlete relationship in elite sport

2021 ◽  
pp. 174795412110215
Author(s):  
Cristina López de Subijana ◽  
Luc J Martin ◽  
Javier Ramos ◽  
Jean Côté
Keyword(s):  
Transformational Leadership ◽  
Elite Athletes ◽  
Intellectual Stimulation ◽  
Elite Sport ◽  
Gender Comparison ◽  
Coach Leadership ◽  
Role Modelling ◽  
Group Goals ◽  
Individualized Consideration

The purpose of this study was to explore the association between coach leadership and the coach-athlete relationship. Eighty-one elite athletes ( M = 20.4 years; SD = 3.8; 58% female and 42% male) responded to questionnaires pertaining to their coaches’ leadership behaviours and the quality of their relationship. The overall model for predicting the quality of the coach-athlete relationship according to perceived coach leadership behaviours explained 61% of the variance. Three transformational leadership behaviours were positively associated with the quality of the coach-athlete relationship: individualized consideration, appropriate role-modelling, and fostering acceptance of group goals and teamwork. Based on a gender comparison, men perceived higher levels of leadership pertaining to role-modelling and intellectual stimulation, in addition to higher levels of quality for the coach-athlete relationship. This research emphasizes the importance of engaging in transformational leadership behaviours with regards to associations with perceptions of the coach-athlete relationship in elite sport contexts.

Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality

2021 ◽  
pp. 104649642199789
Author(s):  
Patrícia L. Costa ◽  
Lisa Handke ◽  
Thomas A. O’Neill
Keyword(s):  
Virtual Teams ◽  
Organizational Support ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Structural Features ◽  
Pivotal Role ◽  
Work Characteristics ◽  
Team Members ◽  
Latent Profile

Team virtuality has been mostly conceptualized as structural features, such as the percentage of time team members communicate via technology. However, the perception of distance and of information deficits (team perceived virtuality, TPV) may be an indispensable construct to understand virtual teams’ functioning. The lockdowns imposed on most countries due to COVID-19 created virtual teams with high degrees of structural virtuality. With structural virtuality held constant among teams, we explore configurations of work characteristics (autonomy, interdependence, and organizational support) that influence TPV. With a sample of 296 multinational workers, a Latent Profile Analysis identified four distinct profiles of those work characteristics. Those profiles related differently to TPV. Contrary to previous findings, interdependence seems to play an important role in these teams high in structural virtuality when their autonomy is also high, highlighting the pivotal role of frequent interaction among team members, under conditions of high structural virtuality.

TRANSFORMATIONAL LEADERSHIP IN IMPROVING LECTURER PERFORMANCE AT MUHAMMADIYAH HIGHER

2021 ◽  
Vol 1 (3) ◽  
pp. 171-178
Author(s):  
Saipul Wakit ◽  
Indah Yuliana ◽  
Indah Yuliana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Transformative Leadership ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Technical Ability ◽  
Individual Consideration ◽  
And Performance ◽  
Transformational Leadership Style

The transformational leadership style in higher education has four indicators carried out by the rector. These indicators include exemplary attitudes, inspiring motivation, intellectual stimulation and the rector's consideration for lecturers. Practically, the purpose of this article is to find out how the rector provides examples, inspires motivation and individual considerations in improving the performance of lecturers at Muhammadiyah universities. The operational research method uses a qualitative approach with a phenomenological case study design. Data collection activities were carried out by means of observation, interviews with informants, and extracting information from documents. To ensure the validity of the research data, several methods are used, namely credibility, transferability, dependability and confirmability. The results of the study explain that transformative leadership in Muhammadiyah universities objectively has provided an example with several things that are applied in attitudes, ideas, behavior and performance. While motivation is carried out by the Chancellor of the lecturers in several ways, namely through behavior, technical ability, supervision and policy. In stimulating the intellectuals of lecturers in several ways, namely to think modern and relevant, think forward and continue to make changes as well as productive, innovative, creative in carrying out tasks and performance. In individual consideration, the Chancellor is more humane towards lecturers, both in the work environment and in the community.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

scholarly journals The influences of transformational leadership on employee employability

2019 ◽  
Vol 41 (1) ◽  
pp. 101-118 ◽  
Author(s):  
Xie Yizhong ◽  
Yevhen Baranchenko ◽  
Zhibin Lin ◽  
Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Organizational Support ◽  
Job Characteristics ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Line Manager ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.

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.

scholarly journals Leadership and Job Satisfaction in the Healthcare Sector: An Exploratory Study in Lebanon

2018 ◽  
Vol 11 (7) ◽  
pp. 46
Author(s):  
Said Hussein ◽  
Inaya Wahidi
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Healthcare Sector ◽  
Active Listening ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Administrative Employees ◽  
Leadership Components ◽  
The Relationship

More and more, healthcare institutions work to ameliorate the relation supervisor/supervised. In hospitals, transformational leadership proved to influence employee’s motivation and satisfaction (Spinelli, 2006, p.20) thus the hospital’s services. To our knowledge, there is no study conducted on the administrative employees in the healthcare sector in Lebanon that constitute our sample. There is only one study conducted on nurses by El-Jardali et al., (2008) in 69 hospitals in this country. Given this situation, we how can describe the relationship between transformational leadership and employee’s job satisfaction in hospitals? Data processing of a questionnaire administered to 455 employees of 28 over 125 hospitals in Lebanon shows that there is no significant relationship between the employee’s job satisfaction and these two transformational leadership components: leader’s idealized influence and intellectual stimulation. While we found a correlation between employee’s job satisfaction and two other components: inspirational motivation (Training; projects monitoring) and individualized consideration (Active listening to employee’s work issues).

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