Transformational Leadership and R&D Workers' Multiple Commitments: Do Justice & Span of Control Matter?

Cataloged from PDF version of article.This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers. © 2012 Elsevier Inc. All rights reserved

Segmenting food markets: The role of ethnocentrism and lifestyle in understanding purchasing intentions

Previous research on ethnocentrism and lifestyle has focused on attitudinal segmentation. However, consumer attitudes may not always be consistent with the actual purchasing decision. Since behavioural intentions are more proximal predictors of behaviours than attitudes, segmenting markets using purchasing intentions might be more appropriate. The purpose of this study is to use purchasing intention to examine whether lifestyle and ethnocentrism can be useful indicators in segmenting foreign and domestic food markets. Data were collected from 1856 households in Turkey. Ethnocentrism, lifestyle (with its dimensions of fashion consciousness, cost consciousness, health consciousness, and craftsmanship) and demographics proved to be valid instruments in segmenting domestic and foreign food markets. The findings have implications both for foreign marketers who operate in or plan to enter the emerging Turkish food industry, and for domestic operators. © 2007 The Market Research Society

Moderating effects of climate and external support on transformational leadership and technological innovation: An investigation in creative ventures in Turkey

The purpose of this study was to investigate the influence of transformational leadership on technological innovation at the organizational level. Specifically, it was proposed that transformational leadership would have a positive effect on organizational innovation. Furthermore, this effect was proposed to be moderated by an innovation-supporting climate and support received from external organizations. These relationships were tested on 163 R&D personnel and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. The results confirmed the positive impact of transformational leadership on organizational innovation, which was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Furthermore, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. The moderating effect of an innovation-supporting climate was not significant. Managerial implications as well as policy recommendations are provided, for micro and small-sized enterprises in particular. (c) 2006 PICMET

Fit Among Business Strategy, Strategy Formality, and Dynamic Capability Development in New Product Development

Taking new product development (NPD) as the unit of analysis, this study, based on strategic fit approach, investigates the effects of NPD strategy formality and dynamic capabilities (sensing, seizing, and reconfiguring) on NPD performance for different business strategy types (prospectors, analyzers, defenders). The sample of the study includes 203 companies from nine countries: Australia, Denmark, Finland, Norway, the Netherlands, Slovakia, Portugal, Spain, and Turkey. The study finds that a formal NPD strategy is an important driver of NPD performance for all companies regardless of the strategy pursued. Of the dynamic capabilities, sensing capabilities have significant performance effects for all strategy types. Seizing capabilities have stronger effect on NPD performance for prospectors and analyzers, than for defenders while reconfiguring capabilities is a driver of performance only for defenders. Furthermore, dynamic capabilities explain NPD performance above and beyond strategizing, irrespective of the strategy pursued. © 2016 European Academy of Management

A re-conceptualization of transformational leadership in the Turkish context

The present study adopting a cultural approach, investigated how transformational leadership is defined in the Turkish context, what its dimensions are and to what extent these cultural features differ from the universal dimensions in the literature. The first study examined how transformational leadership is defined and understood through interviews with 31 knowledge workers. In the second study with data from 230 R&D employees, we tested the psychometric properties of the emic items. Factor analysis conducted with both etic and emic items revealed three factors: Considerate-Paternalistic Leadership, Inspiring Charismatic Leadership, Active-Stimulating Leadership. Among these factors, Paternalistic and Active Leadership represented the emic aspects, while Inspiring-Charismatic Leadership included both emic and etic items. In the third hypotheses-testing study, data was collected from 256 R&D employees and their leaders. The results showed that 3 factors predicted important outcomes of transformational leadership and emic aspects of these dimensions predicted those outcomes above and beyond universal dimensions. Findings are discussed with reference to the recent economic and social change in Turkey in addition to theoretical suggestions regarding the emic aspects

Employee overqualification and manager job insecurity: Implications for employee career outcomes

This is the final version. Available on open access from Wiley via the DOI in this recordIn this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers. © 2012 Elsevier Inc

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams’ innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory’s expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed. © 2017, © The Authors 2017

The relationship between transformational leadership and engagement : Self-efficacy as a mediator

The present study investigated whether followers’ self-efficacy mediates the relation-ship between a transformational leadership style and followers’ engagement. 307 Czech employees evaluated the transformational leadership of their superior and their own work-related self-efficacy and work engagement. Of the 4 compared structural equation models, the model in which self-efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between trans-formational leadership and self-efficacy showed to be weak, whereas the relationship between self-efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self-efficacy. However, direct effect of transformational leadership on engage-ment was strong. Self-efficacy explained only a small portion of the relationship be-tween transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes.The present study investigated whether followers’ self-efficacy mediates the relation-ship between a transformational leadership style and followers’ engagement. 307 Czech employees evaluated the transformational leadership of their superior and their own work-related self-efficacy and work engagement. Of the 4 compared structural equation models, the model in which self-efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between trans-formational leadership and self-efficacy showed to be weak, whereas the relationship between self-efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self-efficacy. However, direct effect of transformational leadership on engage-ment was strong. Self-efficacy explained only a small portion of the relationship be-tween transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes