31,173 research outputs found
How authentic leadership promotes individual creativity: The mediating role of affective commitment
This study sought to provide a more comprehensive understanding of how authentic leadership can affect employeesâ individual creativity through affective commitmentâs mediating role. The sample included 177 leader-follower dyads from 26 private, small and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each followerâs level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employeesâ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadershipâs influence on individual creativity but also other psychosocial and personal variablesâ effects on that relationship.info:eu-repo/semantics/publishedVersio
The effect of transformational leadership on innovation : evidence from Lebanese banks
Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation.
Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe
Transformational leadership and innovation at the Lebanese banking industry
Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratiïŹed sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The ïŹndings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These ïŹndings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the beneïŹts gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe
The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms
The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.We examine mediation effects of coworker knowledge sharing and absorptive capacity on the participative leadershipâemployee exploratory innovation relationship in R&D units of Taiwanese technology firms.
Deploying a time-lagged questionnaire method implemented over four business quarters, data is generated from 1600 paired samples (managers and employees) in R&D units of Taiwanese technology firms.
The structural equation modeling results reveal that (1) participative leadership is positively related to employee exploratory innovation; (2) coworker knowledge and (3) absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and, (4) coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.
The results extend previous research on participative leadership and innovation by demonstrating that participative leadership is related to employee exploratory innovation (Lee and Meyer-Doyle, 2017; Mom et al., 2009).Results also confirm that participative leadership drives employee exploratory innovation through employee absorptive capacity. This reinforces the need highlighted by Lane et al. (2006) to investigate the role of absorptive capacity at the individual-level. Collectively, while participative leadership is important for employee exploratory innovation it is the knowledge mechanisms existing and interacting at the employee-level that are central to generating increased employee exploratory innovation from this leadership approach
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The effective implementation of total quality management and leadership in Saudi universities: A review and framework to enhancing HE strategy
The purpose of this paper is to investigate the implementation of Total Quality Management (TQM) and the best relevant leadership practice in order to improve quality and ranking of Saudi Arabian universities. Many universities and colleges around the world have applied TQM as a tool to enhance the quality of higher education. Due to the increase of recent competition in higher education industry (HE) (e.g., expansion of new universities and research centres in Saudi Arabia, Qatar and Bahrain), many Middle Eastern universities are trying their best to increase their efficiency and effectiveness in H.E.by adopting TQM principles. Data were collected from four major universities with regards to the ranking and establishment age, primarily through semi-structured interviews, which was supplemented by observations and document analysis. A framework is developed to mitigate and to address the adoption of both TQM and leadership in Saudi Arabian universities
The relationship between transformational leadership and customer-orientated boundary-spanning behaviours:examining the role of compassion
Customer-oriented boundary-spanning behaviours (COBSBs) are critical to the success of service organisations. Transformational leadership, with its emphasis on the social elements of the leader-subordinate dyad, is a likely antecedent to COBSBs. Similarly, the interpersonal nature of services suggests leader compassion could have a significant effect on the saliency of the relationship between transformational leadership and COBSBs. This paper reports on a study of the moderating effect of leader compassion on the relationship between transformational leadership and COBSBs (service delivery behaviours, internal influence and external representation). Transformational leadership and compassion both have significant and positive influences on COBSBs. However, compassion plays no moderating role. These findings are discussed and avenues for further research are proposed
Illuminating and applying âThe Dark Sideâ: Insights from elite team leaders
In contrast to socially desirable behaviors, recent work has suggested that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leadersâ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application
Leadership and Subordinate Engagement: A Meta-Analytic Examination of its Mechanisms using Self-Determination Theory
Although past research has suggested ineffective leadership to be the most common reason for low levels of employee engagement, little is known about the mediating mechanisms underlying this relationship. To address this gap in research, I tested a theoretical model based on Self-Determination Theory (SDT; Deci & Ryan, 2000) in which two focal mechanisms, leader-member exchange (LMX) and empowerment, functioned in sequential order to predict the relationship between Full Range Leadership and subordinate engagement. Results showed that transactional leadership had positive and negative indirect effects on engagement, suggesting that transactional leadership comprises a double-edged sword as a predictor of subordinate engagement. In contrast, the indirect effects between transformational leadership and engagement were consistently positive. As such, current mediation models used in leadership can benefit by drawing from SDT to investigate the unfolding process of leadership through sequential mediation
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