Academic literature on the topic 'Innovation Women Leadership Transformational Leaders Transactional Leaders'
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Journal articles on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders"
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Baškarada, Saša, Jamie Watson, and Jason Cromarty. "Leadership and organizational ambidexterity." Journal of Management Development 35, no. 6 (2016): 778–88. http://dx.doi.org/10.1108/jmd-01-2016-0004.
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Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.
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Aniebonam, E.E. Chukwuba K. Emeka N. &. Taylor G. "Transformational leadership and transactional leadership styles: systematic review of literature." International Journal of Applied Research 9, no. 1 (2023): 07–15. https://doi.org/10.5281/zenodo.8410953.
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The significance of some factors related to leadership styles remains a critical supportive element in an organization. The absence of these factors might negatively affect deliverables. This study aims to systematically review the literature on transformational leadership styles and transactional leadership styles in an organization. The data for the paper were from the available web of knowledge literature on transformational leadership styles and transactional leadership styles. Google Scholar discovered 19,600 results, reviewed articles 1,770 results, and only 780 results for sort by relevance. The researchers selected 50 articles from among 155 papers uncovered in the databases and somehow related to the object of study. The systematic review research appraised articles from 2019 focusing on the components of transformational leadership and transactional leadership styles. Overall systematic literature review showed that transformational leadership encourages higher levels of innovation and creativity measured by divergent thinking among group members. On the other hand, the ability of leaders to properly implement transformational and transactional leadership styles can lead to higher followers’ trust in the leaders.
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Grant-Oyeye, Lind. "Full Range Leadership Approach: An Actionable Framework for Developing Resilient Public Health Leaders." International Journal of Translational Medical Research and Public Health 8 (November 29, 2024): e012. https://doi.org/10.25259/ijtmrph_54_2024.
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The full range leadership theory, an actionable framework for developing resilient leaders in public health amidst global challenges like COVID-19, encompasses transactional, transformational, and laissez-faire styles. Each style fosters innovation and crisis management, preparing future leaders to navigate complex health issues effectively. Integrating these leadership styles equips professionals with the skills to thrive in dynamic public health environments, leveraging transformational leadership to inspire collaboration and adaptation during crises.
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Ghosh, Uday Kumar, Whitney Taylor, and Yahya Ghaith. "Examining the Impact of Hybrid Leadership on Organizational Performance and Innovation in the Digital Economy." International Journal of Strategic Management and Innovation 1, no. 1 (2025): 1–28. https://doi.org/10.4018/ijsmi.369069.
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This study examines the impact of hybrid leadership on organizational performance, employee engagement, and innovation in the U.S. IT industry within the digital economy. Hybrid leadership integrates transformational and transactional styles and offers solutions to digital economy challenges. A quantitative causal-comparative design was used to survey 159 IT leaders with the Multifactor Leadership Questionnaire Rater Form (5X-Short) and additional organizational performance measures. The results revealed that hybrid leaders exhibiting both transformational and transactional behaviors showed significantly higher leadership effectiveness. Hybrid leadership was also positively correlated with improved performance, increased employee engagement, and innovation. Statistical analyses, including t tests, Spearman's rank-order correlation, and ANOVA, provided robust evidence supporting hybrid leadership's advantages. These findings contribute to the leadership literature and offer practical insights for organizations seeking to enhance leadership strategies in the rapidly evolving IT sector.
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Baškarada, Saša, and Jamie Watson. "Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous innovation." Development and Learning in Organizations: An International Journal 31, no. 4 (2017): 13–16. http://dx.doi.org/10.1108/dlo-10-2016-0096.
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Purpose The purpose of this paper is to explain how leaders balance exploitation (incremental innovation) and exploration (discontinuous innovation). Design/methodology/approach A qualitative study with 11 senior leaders in Australian Defence Force. Findings The study identifies a number of factors that leaders take into account when deciding whether to focus on exploitation or on exploration. Originality/value The study concludes that transactional leadership is appropriate in the context of exploitation, while transformational leadership is appropriate in the context of exploration.
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Viana Feranita, Nungky, Alifian Nugraha, and Sampir Andrean Sukoco. "Effect of transformational and transactional leadership on SMEs in Indonesia." Problems and Perspectives in Management 18, no. 3 (2020): 415–25. http://dx.doi.org/10.21511/ppm.18(3).2020.34.
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Leadership has an important role in achieving the SMEs’ innovation and performance. One of the great concepts of leadership styles is the Burns’ (1978) concept, which divides leadership into two: transformational and transactional. This study analyzed the direct and indirect effect of transformational and transactional leadership on SMEs’ performance. This was conducted in seven regencies/cities in East Java Province, with 165 SMEs on superior indigenous food and beverage. The main research data were obtained by distributing the questionnaires. It uses path analysis to determine the direct and indirect effect using the LISREL software. The results showed that transformational leadership has a positive and significant effect on SMEs’ innovation and performance directly and indirectly. Transactional leadership has a direct positive and insignificant effect on SMEs’ innovation and performance. However, transactional leadership was found to have an indirect positive and significant effect on SMEs’ performance. In conclusion, transformational leadership is more important for improving SMEs’ performance in Indonesia than transactional. These results provide a practical contribution for SMEs’ leaders to improve transformational leadership, which is oriented towards charisma, intellectual stimulation, and individual consideration. AcknowledgmentThe researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.
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Schmidt, Manuela, Tanja Seifried-Dübon, Julian Göbel, et al. "180° view on general practitioners’ leadership skills: practice-level comparisons of leader and staff assessments using data from the cluster-randomised controlled IMPROVEjobstudy." BMJ Open 13, no. 7 (2023): e066298. http://dx.doi.org/10.1136/bmjopen-2022-066298.
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ObjectivesStrong primary care leaders are needed to assure high quality services for patient populations. This study analysed general practitioners’ (GP) leadership skills comparing practice-level self and staff assessments based on the full range of leadership model and the leader-member exchange (LMX).SettingThe questionnaire survey was conducted among German general practice leaders and their staff participating in the IMPROVEjobtrial.ParticipantsThe study population comprised 60 German general practices with 366 participants: 84 GP practice leaders and 282 employees (28 physicians and 254 practice assistants).Primary and secondary outcome measuresLeadership skills of the practice leaders were measured using the Integrative Leadership Questionnaire (German Fragebogen für integrative Führung) and the LMX-7 questionnaire. Leaders rated themselves and practice staff rated their leaders. The data was analysed by paired mean comparisons on the practice level.ResultsFor most leadership dimensions, practice leaders rated themselves higher than their employees rated them. Differences were found for transformational leadership (p<0.001, d=0.41), especially for the dimensions ‘innovation’ (p<0.001, d=0.69) and ‘individuality focus’ (p<0.001, d=0.50). For transactional leadership, the dimension ‘goal setting’ differed significantly (p<0.01, d=0.30) but not the other dimensions. Scores for negative leadership were low and showed no differences between leaders and employees. Interestingly, employed physicians’ rated their practice leaders higher on the two transformational (‘performance development’, ‘providing a vision’) and all transactional dimensions. The LMX-7 scale showed high quality relationships between leaders and employees.ConclusionsThis 180° analysis of GPs’ leadership skills with self and employee ratings indicated good relationships. There is a potential to improve leadership regarding goal-setting, innovation and focusing on individual team members. These results allow for the development of targeted interventions.Trial registration numberGerman Clinical Trials Register, DRKS00012677. Registered 16 October 2019.
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Naoum, Rawiah F. "Leadership Styles within the Context of Non-Governmental Organisations (NGOs)." International Journal of Non-Governmental Organizations (NGOs) and Essays 8, no. 1 (2024): 64–75. https://doi.org/10.37745/ijngoe.16/vol13n16575.
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Leadership in Non-Governmental Organisations (NGOs) is critical for navigating resource constraints, diverse stakeholder needs, and mission-driven goals. This study examines transactional, transformational, and laissez-faire leadership styles within NGOs, identifying their strengths and limitations. Transactional leadership provides structure and efficiency in crisis situations but may stifle innovation. Transformational leadership inspires long-term commitment and change but risks over-reliance on charismatic leaders. Laissez-faire leadership empowers skilled teams but can lead to inefficiency without clear direction. The findings emphasise the need for adaptive leadership tailored to specific organisational contexts, bridging gaps in the limited research on NGO leadership practices.
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Anam, Mamoona, Saira Khurram, Muhammad Yaseen, and Muhammad Asghar. "The Role of Leadership in Promoting Innovation in Pakistani Higher Education." Journal of Political Stability Archive 3, no. 2 (2025): 675–90. https://doi.org/10.63468/jpsa.3.2.38.
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This mixed-methods study investigated the role of leadership in promoting innovation within Pakistani Higher Education Institutions (HEIs). Data was collected through semi-structured interviews with 45 senior leaders (VCs, Pro-VCs, Deans) and structured questionnaires administered to 300 faculty/administrative staff across 15 purposively sampled public and private universities in major Pakistani cities. Quantitative analysis (SPSS) revealed transactional leadership as the most perceived style, but transformational leadership demonstrated the strongest positive correlation (r=.65, p<.01) and predictive power (β=.542, p<.000) for innovation culture. Laissez-faire leadership showed negative correlations. Qualitative thematic analysis (NVivo) confirmed the quantitative findings but highlighted a stark reality: leaders are constrained by systemic barriers, primarily severe resource scarcity, paralyzing bureaucracy (often linked to HEC regulations), faculty capacity/resistance, and socio-political pressures, forcing a predominantly transactional focus despite recognizing the need for transformational approaches. Private universities reported marginally more conducive environments. The study concludes that while transformational leadership is crucial for fostering innovation, its potential in Pakistan is severely limited by the prevailing ecosystem. Recommendations include HEC regulatory reform towards enabling frameworks, sustainable resource mobilization, and targeted leadership development. Addressing these systemic constraints is paramount for unlocking HEIs' innovative potential.
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Berraies, Sarra, and Syrine Zine El Abidine. "Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms." Journal of Knowledge Management 23, no. 5 (2019): 836–59. http://dx.doi.org/10.1108/jkm-09-2018-0566.
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PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.
Books on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders"
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Belasen, Alan T. Developing Women Leaders in Corporate America. ABC-CLIO, LLC, 2012. http://dx.doi.org/10.5040/9798400639623.
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This book provides research-based evidence within the Competing Values Framework to examine women's leadership styles, demonstrate their suitability for senior management positions, and show how employers must embrace women in leadership roles in order for their companies to be diversified and globalized. There is abundant proof that women in senior positions can make boardrooms "smarter" and companies more successful. And with a mastery of transformational and transactional roles, women possess a far larger behavioral repertoire to deal with stress than men—an advantage in any crisis situation. Even so, the glass ceiling still exists. Developing Women Leaders in Corporate America: Balancing Competing Demands, Transcending Traditional Boundaries focuses on the research-based Competing Values Framework (CVF), an organizing schema that enables leaders to assess empirically personal strengths and weaknesses, and analyze and manage organizational situations. Each chapter showcases concrete evidence of women's ability to succeed at the top levels of management and their skills that add value to employers, and then utilizes CVF to pinpoint specific challenges for women leaders and identify practical strategies for success. This book will enable women leaders and managers, employers, company executives, leadership development consultants, business educators, HR directors, and trainers to reduce stereotyping associated with women in male-populated careers. The author also explains why women, more than men, possess characteristics that help ensure success in international assignments.
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Ofstein, Laurel, Margaret Posig, Patricia Werhane, Lisa Gundry, and Elizabeth Powell. Women in Business. Praeger, 2007. http://dx.doi.org/10.5040/9798216037095.
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Female executives of large companies are still in short supply in the U.S., but they have made great strides in recent years and their number is growing. Patricia Werhane and four other leadership experts interviewed twenty-two prominent women—including executives at Kraft, Boeing, and Harley Davidson—to uncover their leadership styles, reveal their most effective practices, and find out how they broke through the glass ceiling. This celebration of stellar executives highlights their achievements, the values and visions that guide them, and the contributions they've made to both their companies and industries. Besides enjoying fascinating stories, readers—both men and women—will gain insights that help them manage and lead better. Despite enormous strides in the status of women in business, female CEOs ofFortune500 companies can be counted on two hands, and less than 15 percent ofFortune500 board seats are held by women. These daunting statistics, however, belie another phenomenon: The iceberg of male domination in the boardroom is beginning to break up and melt. More and more women are assuming positions of real leadership. And it's none too soon. With the increasing diversity of the workforce, businesses need the wisdom successful female executives can offer. To encourage more women to step up to the plate, this book tells many stories of perseverance and inventiveness. But it digs deeper to reveal common qualities and characteristics that reflect a style of leadership that is in stark contrast—in every major dimension, from communication styles to team building to crisis management—to the traditional, white-male model that has dominated practice, theory, and management education. While men tend to be transactional leaders, the women profiled in this book are nothing less than inspiring, transformational leaders. The result is an incisive, engaging, thought-provoking, and ultimately empowering narrative that will serve as a guide for women now entering, progressing, and leading in the workplace—as well as the men with whom they work.
Book chapters on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders"
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Arenas, Fil J. "Women leaders." In A Casebook of Transformational and Transactional Leadership. Routledge, 2019. http://dx.doi.org/10.4324/9781315178707-5.
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Arun, Korhan. "Sustainability in Transformational and Transactional Leadership." In Applying Business Intelligence and Innovation to Entrepreneurship. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-1846-1.ch011.
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The relationship between leadership and sustainability in organizations is a topic of significant interest, focusing on the impact of transformational and transactional leadership styles on organizational sustainability. This study emphasized the importance of transformational and transactional leadership in driving sustainable practices and outcomes, addressing the gap between leadership styles and sustainability. Path analysis results show that transformational and transactional leadership styles significantly influence sustainability. However, interestingly, transformational leadership decreases sustainability expenditures, and both leadership styles increase nitrogen emissions. The relationship between transformational leadership and negative outcomes for sustainability needs to be directly addressed in the available literature. In the textile industry in developing countries, both transformational and transactional leadership and environmental sustainability have negative correlations, and transformational leaders may decrease environmental expenditures.
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Engerman, Kimarie. "Leading During a Crisis." In Advances in Educational Marketing, Administration, and Leadership. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6491-2.ch005.
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Academic leaders influence direct reports and subordinates towards accomplishing specified goals. In a time of crisis, goals are usually based on overcoming challenges that allow the unit to progress and continue functioning. The coronavirus disease (COVID-19) was a major crisis that caused many challenges for academic leaders. COVID-19 forced academic leaders to demonstrate their effectiveness in a crisis. This chapter explores leading during the COVID-19 crisis. It examines the leadership style preferences such as transformational leadership style for women and transactional leadership style for men. It also explores leadership challenges and provides implication strategies for academic leaders.
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Pires, Carla M. B. F., and Maria Sousa. "Public Health Leadership." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch017.
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Management of demands in health sector requires an appropriate leadership, regarding health leadership. This chapter aims to analyze (1) the concept of health leadership, (2) contemporary models of health leadership, (3) leadership skills/competencies, and (4) innovation issues. The authors reviewed papers conveniently selected on B-On, PubMed, and Google Scholar (2015 to 2020). Keywords were selected. Results: (1) health leadership is narrowly related to ethical issues and the well-being of populations, (2) several public health leadership models were identified (e.g., transformational, transactional, or server), (3) leaders' sense of ethical responsibility, and health leadership must create products/services or processes with added value. Health leadership present unique specificities due to ethical/deontological motives. Although some models of health leadership are pointed as more suitable (e.g., transformational or servant/altruistic leadership), it seems an ideal leadership model does not exist. Academies must investigate the role health leadership models, health leaders, and ensure training.
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Rotberg, Robert I. "The Varieties of African Leadership." In Things Come Together. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942540.003.0002.
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The political leaders of Africa come in all sizes, shapes, and persuasions. There are liberal democratic heads of state and heads of government, presidents and prime ministers; elected democratic leaders who become wily autocrats; strong authoritarians who brook no opposition and respect few freedoms; military men ruling because their followers are well-armed; kleptocrats who govern so that they can steal from the state and its citizens; a few who profess strong support for the public interest; and many who serve clan, family, and narrow conceptions of national “interest.” There are few women. Ideology plays little part in the very different styles and mechanisms of governance that these political leaders display. But nearly all of them are transactional; hardly anyone today is transformational in the manner of several of Africa’s founding fathers, such as Nelson Mandela.
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Kasemsap, Kijpokin. "Management Education and Leadership Styles." In Innovation and Shifting Perspectives in Management Education. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1019-2.ch008.
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This chapter explains the prospects of management education toward leadership and leadership styles; the overview of leadership; empowering leadership; leadership and social capital; leadership, employee creativity, and innovation climate; transformational leadership; transactional leadership; ethical leadership; charismatic leadership; servant leadership; autocratic leadership; and shared leadership. Management education, through management education programs taught in schools, is very important to prepare next-generation leaders and improve leadership styles required in the competitive environments. Leadership is a process by which an executive can direct and guide the behavior and work of others toward the accomplishment of specific goals in a given situation. Leadership can be exercised through guidance and counseling of the subordinates at the time of execution of plans. Effective leadership styles gained from management education are critical for both setting strategic vision and implementing strategies to drive organizations in the timely and effective manner.
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Singh, Bharti. "Leadership and Performance Evaluation Strategies for Remote Healthcare Teams in the Digital Era." In Advances in Medical Technologies and Clinical Practice. IGI Global, 2025. https://doi.org/10.4018/979-8-3693-8598-2.ch005.
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This chapter provides a detailed exploration of effective leadership practices and performance assessment strategies critical to managing remote healthcare teams in the digital health era. It begins by analyzing leadership styles, such as transformational, servant, and transactional leadership, and how these can address unique challenges in virtual environments, such as communication gaps, security, and system integration. Through a review of various assessment frameworks and methods, the chapter highlights tools and metrics suited to evaluate remote healthcare team performance effectively. Real-world case studies from renowned institutions, including Cleveland Clinic, Mayo Clinic, and UCSF, showcase the successful deployment of leadership strategies and provide insights into design and deployment best practices, such as usability, scalability, and compliance. The chapter concludes with actionable recommendations for healthcare leaders and identifies areas for further research to support continuous innovation and effectiveness in remote healthcare delivery.
Conference papers on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders"
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Mukhlisah, Mukhlisah. "Women Leaders’ Transformational Leadership Characters: a Case Study at An Islamic University." In Proceedings of the 2nd International Conference on Education Innovation (ICEI 2018). Atlantis Press, 2018. http://dx.doi.org/10.2991/icei-18.2018.156.
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