Transformational Leadership and Organizational Change Examining the Mediational Approach of Knowledge Sharing

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

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Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership

Leadership & Organization Development Journal ◽

10.1108/lodj-12-2014-0242 ◽

2016 ◽

Vol 37 (7) ◽

pp. 912-935 ◽

Cited By ~ 11

Author(s):

Xiaofeng Zheng ◽

Zhiying Liu ◽

Xiuyuan Gong

Keyword(s):

Transformational Leadership ◽

Structural Equation ◽

Leadership Behavior ◽

Equation Modeling ◽

Content Type ◽

Mediating Role ◽

Upper Echelons Theory ◽

Attention Scope ◽

The Relationship

Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

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Influence of Gender Diversity on Employee Work Engagement in the Context of Organizational Change

International Journal of Asian Business and Information Management ◽

10.4018/ijabim.294099 ◽

2021 ◽

Vol 12 (3) ◽

pp. 0-0

Keyword(s):

Transformational Leadership ◽

Organizational Change ◽

Work Engagement ◽

Structural Equation ◽

Banking Sector ◽

Gender Diversity ◽

Moderating Effect ◽

Equation Modeling ◽

Full Time ◽

Employee Work Engagement

Employee work engagement is one of the key factors to manage successful organizational change. The present study investigated the moderating effect of gender diversity between transformational leadership, valence, and employee work engagement. Applying social bond theory, expectancy theory of motivation, and mental model theory, six hypotheses were examined in this study, using data from 300 full-time employees from Bangladesh’s banking sector. This study applied structural equation modeling for data analysis. The finding showed both transformational leadership and valence had a direct association with employee work engagement. In addition, gender diversity had a moderating effect on the proposed hypotheses. Finally, this study also revealed that female employees were more pronounced than male employees in the context of organizational change.

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Developing a Mathematical Model of Entrepreneurship Based on Transformational Leadership Behavior

Jurnal Teknologi ◽

10.11113/jt.v72.3952 ◽

2015 ◽

Vol 72 (5) ◽

Cited By ~ 1

Author(s):

Fatemeh Rashed ◽

Amir Hosein Moradi Deluyi ◽

Khadijah Daud

Keyword(s):

Transformational Leadership ◽

Entrepreneurial Orientation ◽

Structural Equation ◽

Structural Model ◽

Leadership Behavior ◽

Academic Staff ◽

Measurement Model ◽

Equation Modeling ◽

The University ◽

University Industry

This study aimed to reduce the university-industry gap from the perspective of leadership and entrepreneurship. The focus of this research is to assess the influence of transformational leadership of manager on academic staff’s entrepreneurial orientation and to pave the way for identifying potential opportunities, generating new ideas in industrial relation, and to subsequently narrow the university-industry problem. In order to understand the contribution of leadership within the university–industry context, this research reviewed the effect of transformational leadership style on entrepreneurial orientation and then examined the existing relationship. The population of this study is the academic staff of a public university in Iran. A research sample of 295 academic staff was chosen by using stratified sampling technique. Technical analysis of data applied Structural Equation Modeling in two step: measurement model for testing the construct validity of questionnaires and structural model for hypothesizes testing with mathematical program. The results showed that transformational leadership was the best predictor for entrepreneurial orientation. The research findings in this study revealed that the quality of transformational leadership within an organization had an effect on the entrepreneurial orientation. One of the managerial implications of this study is to reinforce the recognition and basis of enhancing entrepreneurial orientation by transformational leadership.

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The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

Industrial and Commercial Training ◽

10.1108/ict-08-2020-0094 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Soo Jung Kim ◽

Youjin Jang ◽

Myunghyun Yoo ◽

Ji Hoon Song

Keyword(s):

Transformational Leadership ◽

Knowledge Sharing ◽

Organizational Justice ◽

Organizational Communication ◽

Structural Equation ◽

Mediating Effect ◽

Equation Modeling ◽

Content Type ◽

Knowledge Sharing Behavior ◽

Sharing Behavior

Purpose The purpose of this study is to empirically examine the mediating effect of organizational communication in the relationships among transformational leadership, organizational justice and knowledge sharing within the higher education setting in South Korea. Design/methodology/approach A sample of 321 university employees, including 151 faculty members and 170 administrative staff members, from a representative private university, participated in the survey as part of a consulting project for university innovation. Structural equation modeling (SEM) was mainly used for data analysis to identify the structural relationship among the research variables. Findings The results of this study confirmed that transformational leadership positively influences organizational justice and knowledge sharing. However, the influence of organizational justice on knowledge sharing was not statistically significant. The mediating effect of organizational communication among those relationships to increase the members’ knowledge sharing behavior was statistically significant. Originality/value In this study, holistic aspects of the organization, including leadership, organizational culture and organizational strategy, were examined for encouraging employees’ knowledge sharing behavior while an organization undergoes innovational changes. More practically, this study suggested that organizational communication could be used as one of the critical strategies in the process of university innovation.

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Self-esteem and transformational leadership

Journal of Managerial Psychology ◽

10.1108/jmp-01-2013-0030 ◽

2015 ◽

Vol 30 (7) ◽

pp. 815-831 ◽

Cited By ~ 6

Author(s):

Kurt Matzler ◽

Florian Andreas Bauer ◽

Todd A. Mooradian

Keyword(s):

Transformational Leadership ◽

Structural Equation ◽

Design Methodology ◽

Positive Impact ◽

Leadership Behavior ◽

Self Esteem ◽

Equation Modeling ◽

Content Type ◽

Self Evaluation

Purpose – The purpose of this paper is to investigate whether transformational leadership behavior is a function of the leader’s own self-respect and his/her evaluation of being capable, significant, and worthy (self-esteem). It is also tested whether transformational leadership is related to innovation success. Design/methodology/approach – Data were collected from 411 entrepreneurs and managing directors of small- and medium-sized Austrian companies. The proposed hypotheses were tested using structural equation modeling (PLS). Findings – A strong and significant relationship between self-esteem and transformational leadership was found. Furthermore, data analyses revealed that transformational leadership has a positive impact on innovation success. Originality/value – This study reveals the important but heretofore neglected role of self-esteem, defined as a manager’s overall self-evaluation of his/her competences, as an important predictor of transformational leadership.

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Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000118 ◽

2014 ◽

Vol 13 (4) ◽

pp. 194-203 ◽

Cited By ~ 19

Author(s):

Kimberley Breevaart ◽

Arnold B. Bakker ◽

Evangelia Demerouti ◽

Dominique M. Sleebos ◽

Véronique Maduro

Keyword(s):

Transformational Leadership ◽

Job Performance ◽

Work Engagement ◽

Structural Equation ◽

Leadership Behavior ◽

Equation Modeling ◽

Transformational Leaders ◽

Online Questionnaire ◽

Leaders And Followers ◽

The Relationship

The purpose of the present study was to unravel the mechanisms underlying the relationship between transformational leadership, follower work engagement, and follower job performance and to investigate a possible boundary condition of transformational leadership. We used structural equation modeling to test our model among 162 dyads consisting of one employee and their leader, who both filled out an online questionnaire. Followers reported more job resources and need fulfillment when their leader showed more transformational leadership behavior, and this contributed to followers’ engagement and job performance. Consistent with our hypothesis, transformational leaders mainly fulfilled followers’ needs when followers were high in need for leadership.

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Fostering organizational learning through leadership and knowledge sharing

Journal of Knowledge Management ◽

10.1108/jkm-10-2017-0467 ◽

2018 ◽

Vol 22 (6) ◽

pp. 1408-1423 ◽

Cited By ~ 22

Author(s):

Sunyoung Park ◽

Eun-Jee Kim

Keyword(s):

Transformational Leadership ◽

Organizational Learning ◽

Knowledge Sharing ◽

Structural Equation ◽

Interpersonal Trust ◽

Equation Modeling ◽

Content Type ◽

Knowledge Sharing Behavior ◽

And Behavior ◽

Sharing Behavior

Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

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Does environmental leadership affect market and eco performance? Evidence from Korean franchise firms

Journal of Business and Industrial Marketing ◽

10.1108/jbim-02-2017-0046 ◽

2018 ◽

Vol 33 (4) ◽

pp. 417-428 ◽

Cited By ~ 6

Author(s):

Minseong Kim ◽

Svetlana Stepchenkova

Keyword(s):

Transformational Leadership ◽

Structural Equation ◽

Market Performance ◽

Two Dimensions ◽

Equation Modeling ◽

Top Management ◽

Environmental Leadership ◽

Environmental Orientation ◽

Content Type ◽

Day To Day Operations

Purpose External economic and social forces compel foodservice enterprises to be environmentally friendly, bringing environmental issues to the forefront of managerial policies. Reflecting on this phenomenon, this paper aims to investigate the role that the environmental leadership of the top management at the franchise headquarters and the companies’ environmental orientation play in enhancing the company’s market and eco performances. Design/methodology/approach The research model was tested based on responses from 196 regional foodservice franchising headquarters in South Korea. Structural equation modeling, namely, confirmatory and path analysis, was the primary method of data analysis in the study. Findings Results indicate that the top management’s environmental transformational leadership influences the internal and external environmental orientation of a foodservice franchise firm. Also, the two types of environmental orientation improve the market and eco performances of the firm. Finally, two dimensions of environmental orientation, internal and external, act as full mediators of the relationship between environmental transformational leadership and the performance of the firm. Practical implications The positive link between environmental leadership, environmental orientation and market performance seems to indicate that individual franchisees may be receptive to rules and regulations associated with green practices and be willing to incorporate the green business procedures of their franchisor into their day-to-day operations. Originality/value Given the lack of empirical research that investigates environmental policies in the foodservice industry in the international context, this study contributes to an understanding of how foodservice franchising firms view the environmental leadership of the company’s top management and its impact on a company’s environmental orientation and market performance.

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Developing a Mathematical Model of Entrepreneurship Based on Transformational Leadership Behavior

Jurnal Teknologi ◽

10.11113/jt.v72.3908 ◽

2015 ◽

Vol 72 (4) ◽

Author(s):

Fatemeh Rashed ◽

Amir Hosein Moradi Deluyi

Keyword(s):

Transformational Leadership ◽

Entrepreneurial Orientation ◽

Structural Equation ◽

Structural Model ◽

Leadership Behavior ◽

Academic Staff ◽

Measurement Model ◽

Equation Modeling ◽

The University ◽

University Industry

This study aimed to reduce the university-industry gap from the perspective of leadership and entrepreneurship. The focus of this research is to assess the influence of transformational leadership of manager on academic staff’s entrepreneurial orientation and to pave the way for identifying potential opportunities, generating new ideas in industrial relation, and to subsequently narrow the university-industry problem. In order to understand the contribution of leadership within the university–industry context, this research reviewed the effect of transformational leadership style on entrepreneurial orientation and then examined the existing relationship. The population of this study is the academic staff of a public university in Iran. A research sample of 295 academic staff was chosen by using stratified sampling technique. Technical analysis of data applied Structural Equation Modeling in two step: measurement model for testing the construct validity of questionnaires and structural model for hypothesizes testing with mathematical program. The results showed that transformational leadership was the best predictor for entrepreneurial orientation. The research findings in this study revealed that the quality of transformational leadership within an organization had an effect on the entrepreneurial orientation. One of the managerial implications of this study is to reinforce the recognition and basis of enhancing entrepreneurial orientation by transformational leadership.

Download Full-text