A Taiwanese Empirical Study of Online Group Buying from the Perspectives of Organizational Culture and Transformational Leadership

2014 ◽  
Vol 12 (3) ◽  
pp. 1-11 ◽  
Author(s):  
Mu-Li Yang
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Group Buying ◽  
Positive Effects ◽  
Idealized Influence ◽  
Supportive Culture ◽  
Individual Consideration ◽  
Online Group

This study examines online group-buying from the perspectives of organizational culture and transformational leadership. A convenience sampling of 400 online group-buying individuals living in Taiwan was conducted in 2011, and this yielded 300 effective questionnaires, giving a return rate of 75%. ANOVA analyses and canonical correlation were used to examine the participants' perceptions of organizational culture and the leadership of online group-buying initiators, and the relationship between these leadership behaviors and the organizational culture in their workplaces. The main findings of this study are as follows: (1) online group-buying activities occur most often in organizations with a “supportive” culture; (2) “idealized influence” is the most influential leadership behavior with regard to the perceptions of group-buying members towards group-buying initiators; and (3) the better initiators are able to perform with regard to “individual consideration” and “idealized influence,” the greater the positive effects on online group-buying activities in the organizations with “supportive” and “innovative” organizational cultures.

A Taiwanese Empirical Study of Online Group Buying from the Perspectives of Organizational Culture and Transformational Leadership

2017 ◽  
pp. 874-885
Author(s):  
Mu-Li Yang
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Group Buying ◽  
Positive Effects ◽  
Idealized Influence ◽  
Supportive Culture ◽  
Individual Consideration ◽  
Online Group

This study examines online group-buying from the perspectives of organizational culture and transformational leadership. A convenience sampling of 400 online group-buying individuals living in Taiwan was conducted in 2011, and this yielded 300 effective questionnaires, giving a return rate of 75%. ANOVA analyses and canonical correlation were used to examine the participants' perceptions of organizational culture and the leadership of online group-buying initiators, and the relationship between these leadership behaviors and the organizational culture in their workplaces. The main findings of this study are as follows: (1) online group-buying activities occur most often in organizations with a “supportive” culture; (2) “idealized influence” is the most influential leadership behavior with regard to the perceptions of group-buying members towards group-buying initiators; and (3) the better initiators are able to perform with regard to “individual consideration” and “idealized influence,” the greater the positive effects on online group-buying activities in the organizations with “supportive” and “innovative” organizational cultures.

scholarly journals CONSTRUCTION ORGANIZATIONAL CULTURE IN GENDER PESANTREN THROUGH KIAI’S TRANSFORMATIONAL LEADERSHIP

2019 ◽  
Vol 24 (1) ◽  
pp. 67
Author(s):  
Umiarso Umiarso ◽  
Abd. Muhith
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Style ◽  
Four Dimensions ◽  
Religious Transformation ◽  
Idealized Influence ◽  
Individual Consideration ◽  
Philosophical Framework ◽  
Transformational Leadership Style ◽  
The One

Through transformational leadership, pesantren are able to make institutional changes to achieve success. Because this leadership style can build a strong organizational culture for the effectiveness of Islamic education in pesantren. Therefore, KHMA in PNIA is very effective in carrying out the construction of pesantren culture and shapes the behavior of all pesantren human resources. Therefore, this research uses a qualitative approach with a phenomenological type; which aims to identify and analyze the kiai's transformational leadership style in building an organizational culture in pesantren. The theoretical framework used to analyze the dynamics of the kiai's leadership is the paradigm of Bass & Riggio. He divided the four dimensions of transformational leadership, i.e: idealized influence, inspirational motivation, intellectual motivation, and individual consideration. This research found KHMA constructs pesantren culture by taking from the thoughts of ulama' salaf which are contained in the book of salaf -which is commonly called Kitab Kuning. On the one hand, the effectiveness of KHMA's self-leadership in PNIA is also inseparable from the normative doctrinal values of Islam, so that the kiai's leadership style is based on Islamic values. The implication is that the construction of organizational culture ranging from a philosophical framework to the practical values of pesantren needs to be bound by the basis of social-religious transformation. Keywords: Transformational Leadership, Kiai, and Organizational culture  

scholarly journals The Link between Transformational Leadership Traits and Corporate Culture Types: The Prerequisites for Sustainable Performance in Public and Private Sectors Organizations

2017 ◽  
Vol 3 (3) ◽  
pp. 55
Author(s):  
Paul L. Flemming ◽  
Barbara E. Flemming
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
Leadership Traits ◽  
Public And Private ◽  
Positive Effects ◽  
Idealized Influence ◽  
Public Sector Organizations

This study has investigated the link between transformational leadership styles, corporate organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations there by validating the arguments made by scholars and practitioners that organizational performance is more evident in private sector corporations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and corporate organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.

scholarly journals Kepemimpinan Transformasional Kepala Madrasah dalam Meningkatkan Mutu Madrasah (Studi Kasus di MA Matholi’ul Huda Bugel Jepara)

2018 ◽  
Vol 2 (2) ◽  
pp. 101-110
Author(s):  
Subaidi Subaidi
Keyword(s):  
Transformational Leadership ◽  
National Level ◽  
Average Score ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Individual Consideration ◽  
Interactive Models ◽  
Document Review

This study describes the principal's transformational leadership in improving the quality of madrasas conducted at MA Matholi’ul Huda Bugel Jepara. This research is a qualitative research. Collecting data through observation, interviews, and document review. Data analysis in this study uses interactive models such as those developed by Miles and Huberman. The results of the study indicate that; first, the value of transformational leadership which includes four aspects, namely: Idealized Influence or Inspirational Motivation, Intellectual stimulation or intellectual stimulation, Individualized consideration or individual consideration; secondly, the leadership of the head of the madrasa Aliyah Matholi'ul Huda Bugel Jepara has built trust with teachers and employees, through a reliable example of the madrasa principals, the compatibility between what is said and done, the opportunity for teachers and employees to express opinions, give opportunity to take part in duties and responsibilities, also take part in various trainings; third, the quality of the MA Matholi'ul Huda Bugel Kedung Jepara with the title of "very good" with evidence of the superiority of the results of the national and madrasah examinations in the last 3 years always get 100% graduation with an average score of 8.50, many students have achieved achievements Provincial and national level competitions

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL PROFETIK DALAM MENGEMBANGKAN PESANTREN DI KABUPATEN JEMBER

2018 ◽  
Vol 23 (1) ◽  
pp. 87
Author(s):  
Umiarso Umiarso
Keyword(s):  
Transformational Leadership ◽  
Two Dimensions ◽  
Institutional Transformation ◽  
Intellectual Stimulation ◽  
Integrative Education ◽  
Idealized Influence ◽  
Individual Consideration ◽  
The Times ◽  
The Mind ◽  
New Good

Abstract Pesantren (Islamic boarding schools) has been continuously aligning its educational system with the needs of society and the times. The development of pesantren is inseparable from the role of kiai in carrying out the institutional transformation. This study focuses on transformational leadership of the kiai in developing the pesantren institution. The results of this study indicate that the concept of developing pesantren is transcultural with the principle of "accepting a new good culture and preserving the old one that is still relevant", based on the vision and mission, directed at an integrative education system which combines the mind and heart traditions using rational domain and spirituality in order to achieve worldly (profanistic) and ukhrawi (sacralistic) goals; transformational leadership styles of a kiai include idealized influence behavior, inspirational inspiration, intellectual stimulation, individual consideration, and individual spiritual greatness; and the implications of transformational leadership include two dimensions, namely the human resources and institutional resources. Therefore, this leadership can be said to be prophetic transformational leadership with the addition of individual spiritual greatness (Five I'S). Keywords: Kiai, Transformational Leadership, and Pesantren   Abstrak: Pesantren secara kontinu menyelaraskan sistem kependidikannya dengan kebutuhan masyarakat serta perkembangan zaman. Pengembangan pesantren tidak terlepas dari peran kiai dalam melakukan transformasi kelembagaan. Penelitian ini memfokuskan pada kepemimpinan transformasional kiai dalam mengembangkan kelembagaan pesantren. Hasil penelitian ini menunjukkan bahwa konsep pengembangan pesantren bersifat transkultural dengan prinsip “menerima budaya baru yang baik dan melestarikan budaya lama yang masih relevan”, berpijak pada visi dan misi, diarahkan pada sistem pendidikan integratif yang memadukan antara tradisi akal dan hati menggunakan domain rasional dan spiritualitas untuk mencapai tujuan yang bersifat duniawi (profanistik) dan ukhrawi (sakralistik); gaya kepemimpinan transformasional kiai meliputi perilaku idealized influence, inspirational inspiration, intellectual stimulation, individual consideration, dan individual spiritual greatness; dan implikasi kepemimpinan transformasional meliputi dua dimensi, yaitu dimensi sumberdaya manusia dan kelembagaan. Karenanya, kepemimpinan ini dapat dikatakan kepemimpinan transformasional profetik dengan penambahan individual spiritual greatness (Five I’S). Kata Kunci: Kiai, Kepemimpinan Transformasional, dan Pesantren  

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

scholarly journals Transformational Leadership Behaviors of High School Students’ According to Leisure Preferences and Participation Type

2018 ◽  
Vol 8 (4) ◽  
pp. 18
Author(s):  
Umit Dogan Ustun
Keyword(s):  
High School ◽  
Transformational Leadership ◽  
High School Students ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leisure Activities ◽  
Nonparametric Tests ◽  
School Students ◽  
Transformational And Transactional Leadership

This paper aimed to investigate the transformational leadership behavior of high school students according to leisurepreferences and participation type. 226 high school students attending Bursa Atatürk High School participated in thestudy voluntarily. In the study, to collect data transformational and transactional leadership scale developed byBaşoğlu (2013a) was revised and used. The construct validity of the scale assessed by confirmatory & explanatoryfactor analyzes. To investigate the differences between the participants' transformational leadership behavior KruskalWallis and Mann Whitney U nonparametric tests used. As a result, this study showed that students who chosephysical activities and who actively involved in leisure activities showed more transformational leadership than theother students.

Ambidextrous leadership and team innovation

2015 ◽  
Vol 36 (1) ◽  
pp. 54-68 ◽  
Author(s):  
Hannes Zacher ◽  
Kathrin Rosing
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Well Being ◽  
Small Sample ◽  
Team Leaders ◽  
Content Type ◽  
Team Innovation ◽  
Opening And Closing ◽  
Ambidextrous Leadership

Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

scholarly journals Kepemimpinan Transformasional Kepala Madrasah Dalam Membangun Karakter Siswa Di Mi Ma’arif Bego Depok Sleman

2018 ◽  
Vol 3 (2) ◽  
pp. 57-75
Author(s):  
Wawan Hadi Santoso
Keyword(s):  
Transformational Leadership ◽  
Educational Institutions ◽  
Idealized Influence ◽  
Inhibiting Factor ◽  
Personal Character ◽  
Parent Role ◽  
Individual Consideration ◽  
Character Building ◽  
The Impact ◽  
Society Today

The background of this research originated from moral decline that occurs in society today. One place of character building is in educational institutions or schools. Therefore required a leader who has the ability to qualify for the formation of character in school successfully. One of the necessary forms of leadership is transformational leadership. The data is analyzed and tested its validity through triangulation of data based on source and method, so that can be drawn a conclusion. The result of this research shows that the head of the madrasah has a transformational leader attitude. First, idealized influence, inspiration motivation, intellectual and individual consideration. The impact of the transformational leadership of Madrasah headmasters in MI Ma'arif Bego Depok Sleman towards the character of the students is the harmony among the madrasahs, the condition of the clean, beautiful and comfortable madrasah environment and the madrasah is growing. The supporting factors of success are education and personal character of madrasah head, adequate facilities, parent role, teacher and competent employee, and supportive madrasah environment. Conversely, the inhibiting factor is the proximity of madrasah heads with madrasahs, some facilities and infrastructure need attention, discipline of teachers and madrasah employees and the number of madrasah students.

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