Transformational Leadership and IS Extended Use-The Mediating Role of Job Autonomy and Moderating Role of IT Innovativeness

Drawing upon transformational leadership and job characteristics theory, this study develops a research model to examine the impact mechanism of direct supervisor’s leadership behaviors on employees’ extended use of information systems. A field survey was conducted in China and empirical data was collected from 299 employees from both IT and non-IT industries. Structural equation modelling analysis results suggest that transformational leadership is positively associated with employees’ perception of job autonomy, which in turn promote IS extended use. Specifically, IT innovativeness is identified as a significant moderator that strengthens the relationship between transformational leadership and IS extended use. Theoretical and practical implications are discussed in the final section

Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework

YesCreativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.Grant IN-2012-095 from the U.K. Leverhulme Trust awarded to the first author and by British Academy Grant SG110409 awarded to the second author

Moderating role of leadership behaviour among entrepreneurial orientation, social capital, global mindset and firm international performance

Small and Medium Enterprises (SMEs) play an important role to strengthen the total exports of developing countries. These exports depend on firm international performance. This study empirically examined the major factors of firm international performance which attained researcher’s attention in previous studies. Among those factors include entrepreneurial orientation, social capital, and global mindset. This study also investigated the moderating role of leadership behavior on the relationship between entrepreneurial orientation, social capital, global mindset and firm international performance in the sports industry of Pakistan. A structured questionnaire representing dimensions related to entrepreneurial orientation, social capital, global mind set, leadership behavior and firm international performance was designed. Data were collected using a cross-sectional study, whereby 550 questionnaires were randomly distributed and 320 were successfully collected through personal administered method. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to test six hypotheses. This study found that entrepreneurial orientation, social capital, and global mindset are high impacting independent variables in a relationship with firm international performance. Furthermore, leadership behavior has a strong moderating effect on the paths between entrepreneurial orientation, social capital, global mindset and firm international performance. The study also contributed to the theory as it extended Resource Based View (RBV) and Contingency Theory perspective. Policy-makers should encourage firms to improve their entrepreneurial orientation, social capital and global mindset which may increase exports of Pakistan sports industry to all over the world. Lastly, the scope of the study is limited to moderating effect of leadership behavior on entrepreneurial orientation, social capital, and global mindset in sports industry only. Future research are suggested to select the data from other exporting industries by applying longitudinal study and undertake other moderators such as competitive structure, absorptive capacity, or environmental dynamism

Dimensions of Transformational Leadership as Predictors of Employee Creativity: The Moderating Role of Job Satisfaction

The aim of this research was to determine whether the dimensions of transformational leadership predicted employee creativity, as well as whether job satisfaction strengthened this association through moderation. Findings in the existing literature exhibited mixed outcomes concerning TL’s impact on EC, requiring more empirical research. Many studies have employed moderating variables in search of potentializing a stronger relationship between TL and EC; however, no previous scholars have explored JS’s moderating capabilities between the variables. JS as a suitable strengthening variable between TL dimensions and EC is evidenced through unrelated research concerning TL’s impact on JS and JS’s impact on EC. A quantitative, nonexperimental approach with a survey methodology was curated for this research study. The sample consisted of 183 knowledge-worker employees from creativity-driven organizations. The data were collected via an electronic survey platform (SurveyMonkey) and analyzed (multiple linear regression, formal moderation, simple slope analysis) using SPSS. The findings indicated that TL’s dimension of idealized influence was the most robust statistically significant dimension to predict EC. Furthermore, employee JS moderated the relationship between II and EC at multiple standard deviation levels. The results add to the theoretical and practical implications of the literature by solidifying II’s consistency as an EC influencer, providing a fresh perspective from a new sample in North America, and breaking new ground by exploring employee JS as a moderator. These results open a new view on the criticality of II and employee JS to increase EC. Fostering such concepts can catapult businesses to capitalize on organizational innovation and sustain a competitive edge in the current volatile, uncertain, complex, and ambiguous business landscape

Transformational Leadership and Digital Creativity: The Mediating Roles of Creative Self-Efficacy and Ambidextrous Learning

Drawing insights from social cognitive theory and organizational learning theory, this study aims to uncover themediating mechanisms between direct manager’s transformational leadership behaviors and employees’ digital creativity in the context of digital technology. We conducted a field survey in China and collected data from 234 employees who utilized digital technologies to support daily work. Structural equation modelling analysis results showed that employees’ creative self-efficacy and two learning activities (exploitation vs. exploration) effectively transmitted the influence of transformational leadership ondigital creativity. Our study not only contributes to the understanding on effective use of digital technologies, but also provides practical insights for managers in the big data era

Leaders who empower: a gateway to radical innovation

The main goal of the current study is to analyze the relationship between leaders' empowerment, radical innovation and organizational performance. A total of 300 Spanish companies participated in the study. In total, 600 valid questionnaires were obtained. Structural equations were used to validate the proposed hypotheses. Two different respondents in each company were selected to provide information. All the hypotheses proposed in the theoretical model were confirmed. This research provides empirical evidence of the relationship between leaders' empowerment and organizational performance, highlighting the mediation role played by radical innovation. Leaders who empower, promote radical innovation and, in turn, performance. To our knowledge, this is the first empirical study that analyzes the effect of leader's empowerment on radical innovation. Although in the former literature there are evidences of a positive relationship between empowerment and innovation, there are no studies that differentiate between innovation typologies

Linking empowering leadership to employee service innovative behavior: A study from the hotel industry

The purpose of this paper is to expand an integrated model of the factors that help to predict employees\u27 service innovative behavior in the hotel industry. The study also takes into account the mediating roles of creative improvisation, self-efficacy (CISE) and employee engagement (EE). Data were obtained from front line hotel employees operating in Indonesia. The sample was based on non-probability convenience sampling technique with some inclusive criteria namely the hotels accessibility, location and their adequacy to the research\u27s objectives. A total of 121 respondents returned valid questionnaires thereby giving an average response rate of 51 % for the research study. Structural equation models using SMART PLS 2.0 were employed to empiric test as the hypothetical research model. The study findings supported the proposed hypotheses which are consistent with theoretical framework and suggest a significant positive association between empowering leadership and employee service innovative behavior. Further, the results of structural equation modelling analysis revealed that creative improvisation self-efficacy and employee engagement partially mediated the relationship between empowering leadership and employee service innovative behavior. This is one of the first studies attempts to test a conceptual model that links the empowering leadership to the employee service innovative behavior through the mediating role sequence of creative improvisation self-efficacy and employee engagement. This research contributes to the current body of literature by providing insight into the influence of empowering leadership, creative improvisation self-efficacy and employee engagement on employee service innovative behavior

Impact of transformational leadership mediated by self-efficacy on employee innovation in the South African local government sector.

Masters Degree. University of KwaZulu-Natal, Durban.The study investigated the impact of transformational leadership as a ‘predictor variable’ on employee innovation ‘predicted variable’. The relationship is mediated by self-efficacy. Studying these variables in isolation is helpful but the challenge is posed by limited resources especially when employee innovation has been identified as an imperative to organizational strategy and a desired positive organizational behaviour. Municipalities will know which predictor variable to primarily focus on in order to enhance innovation. In the previous study conducted by the researcher involving leader member exchange (LMX), self-efficacy and employee innovation, the statistical results from the regressions revealed an R square of .20. This showed that LMX and self-efficacy only had a 20% effect on employee innovation. It indicated that 80% of employee innovation is explained by other constructs hence the inclusion of transformational leadership as one of the predictor variables (Msweli, 2015). The study further recommended examining different predictor variables for future research. A random sample of 141 employees from Mandeni Municipality and the City of Umhlathuze was used in this study. A cross-sectional design was adopted. The analysis included the correlation and regression analysis which examined in isolation the relationships of transformational leadership with self-efficacy, self-efficacy with employee innovation, transformational leadership with employee innovation and finally all three constructs combined. Regressions were also used to examine the main relationship model of transformational, employee innovation with self-efficacy as a mediator. The research findings provide leaders in the South African local government sector with an understanding of the relationship of the constructs. They will also contribute to the body of knowledge by furnishing a better insight with regards to the impact of transformational leadership on employee innovation. Primarily, it provides a prototype that clarifies the relationship of transformational leadership, work self-efficacy with employee innovation in the South African local government context

Do Transformational Leadership and Employee Learning Orientation Lead to Organizational Innovation? The Moderating Role of Psychological Empowerment

Drawing upon theories of transformational leadership and psychological empowerment, this research tested several hypotheses associating transformational leadership and employee learning orientation with organizational innovation via intervening variable, i.e., employee creativity. Using survey data from administrative and professional employees from public sector in People’s Republic of China (PRC), we found that, as anticipated, transformational leadership and employee learning orientation positively influenced employee creativity, while employee creativity in return positively affected organizational innovation. Whereas, the relationship of transformational leadership and employee learning orientation with employee creativity was moderated by psychological empowerment

Examining the antecedents and outcomes of Romanian entrepreneurial orientation

The purpose of the current study is to examine the impact of Romanian entrepreneurs' thinking styles on their entrepreneurial orientation (EO) and emotional intelligence (EI). More specifically, we examine how thinking style and risk preference - both separately and interactively - contribute to an individual's EO and EI. In addition, we examine the ways in which EO and EI impact affective organizational commitment. Consistent with expectations, Romanian entrepreneurs with high risk preference demonstrated greater EI than those with low risk preference. Furthermore, Romanian entrepreneurs with a nonlinear thinking style and high risk preference exhibited greater EO than those with a linear thinking style and low risk preference. Finally, Romanian entrepreneurs with high EI and high EO demonstrated greater affective organizational commitment than entrepreneurs with low EI and low EO. We conclude with a discussion of the study's findings, research limitations, and implications for future research.Entrepreneurial cognition; entrepreneurial orientation; international entrepreneurship.