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Academic literature on the topic 'Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation'
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Journal articles on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation"
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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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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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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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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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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.
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Fitri, Yolanda Idha, Laila Fajri, Ganefri Ganefri, Asmar Yulastri, and Yeka Hendriyani. "The Influence of Leadership Management on Entrepreneurial Innovation in Computer Network Projects." Jurnal Teknologi Informasi dan Pendidikan 17, no. 2 (2025): 543–53. https://doi.org/10.24036/jtip.v17i2.873.
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In today's digital era, computer network projects are crucial for companies as they provide the infrastructure for communication, data exchange, and sharing. Effective project management, which requires strong leadership, is essential for success. Leadership management plays a key role in influencing the outcomes of computer networking projects by fostering creativity and entrepreneurship. Innovative leadership encourages risk-taking, creativity, and experimentation, which are vital for developing new products, services, or processes. Entrepreneurship promotes proactivity, flexibility, and responsiveness to changing market conditions. This study explores the relationship between leadership and innovation, highlighting that leadership style, behavior, and abilities are critical in driving innovation and entrepreneurship. However, the specific challenges and opportunities in computer networking projects necessitate further research. This research aims to fill the gap by investigating how management leadership influences innovation and entrepreneurship in computer networking projects and identifying the key leadership competencies required. Using a quantitative approach and correlational research design, the study finds a significant positive relationship between transformational leadership and entrepreneurial innovation (path coefficient 0.75, p < 0.01), and between transactional leadership and entrepreneurial innovation (path coefficient 0.42, p < 0.05). However, no significant relationship is found between field leadership and entrepreneurial innovation. The findings suggest that both transactional and transformational leadership contribute to groundbreaking innovation in computer networking projects. Therefore, project leaders should enhance their leadership skills to achieve higher levels of innovation in these projects.
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Chen, Lu-Jui, Han Lee, Wen-Ruey Lee, and Siou-Hua Yi. "From Where Does Innovation Come? Employee Well-Being and Organizational Commitment Induced by Leadership Style." Journal of Management Research 15, no. 1 (2022): 1. http://dx.doi.org/10.5296/jmr.v15i1.20358.
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Companies require good management practices to enhance their competitive advantage. The goal of this study is to examine the impact of leadership style, specifically how it induces employee well-being and organizational commitment. This study suggests that the management style of leaders is a key prerequisite for creating a good work environment and inducing innovation in employees. Therefore, this study uses the concepts of leadership style, employee well-being, organizational commitment, and innovation to analyze a sample of 349 respondents in the workplace. Theoretical and hypothetical investigation through causality testing using statistical tools of path analysis. The results indicate that transformational leadership and transactional leadership increase employee well-being and innovation. When employees feel satisfied, they increase their commitment to the organization, which in turn increases their innovation. In conclusion, companies need to be able to emphasize integration in their leadership styles. How to switch or match leadership styles is an important issue for leaders.
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Nowak, Kamil. "NEW TRENDS IN ORGANIZATIONAL LEADERSHIP – THE IMPACT OF LEADERS ON ORGANIZATIONAL CULTURE AND INNOVATION." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 25, no. 1 (2024): 135–48. http://dx.doi.org/10.5604/01.3001.0054.5104.
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In the dynamically changing world of business, organizational leadership becomes a catalyst for success, shaping organizational culture and stimulating innovation in enterprises. Contemporary leaders, standing at the center of organizational transformation, influence business strategies, the lives of employees, and the company’s market image. Effective leadership requires adaptation to new technologies, managing diversity, and building innovative teams. The article analyzes various leadership theories, including trait, behavioral, situational, transformational, transactional, charismatic, servant, and relational theories, emphasizing their impact on organizational culture and employee motivation. Modern trends in leadership, such as authentic leadership, servant leadership, remote management, and sustainable business practices, respond to changing business and social demands. These trends affect management practices and organizational culture, promoting openness, trust, and collaboration. Leaders play a key role in shaping organizational culture and stimulating innovation, adapting to the changing trends and challenges of contemporary business.
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Rumijati, Aniek, Ratya Shafira Arifiani, and Arif Rahman Hakim. "Leadership and Knowledge Management in SMEs: Organizational Culture as Moderation." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 13, no. 2 (2024): 425–45. http://dx.doi.org/10.30588/jmp.v13i2.1656.
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Knowledge management is important for small and medium-sized businesses to maintain their competitive position and drive innovation. The main obstacles that hinder the spread of knowledge management practices in SMEs include cultural aspects, leadership, and limited managerial capacity related to technology and knowledge gaps. Therefore, this study analyzed the effect of transformational and transactional leadership on knowledge management in SMEs and the moderating of organizational culture. This research was collected using a questionnaire. The sample of this study was leaders of Small and Medium Industries in Mojowarno District, Jombang, East Java, Indonesia with 62 respondents. The analytical method used a moderation test using the SmartPLS 3 program. The results of the study revealed that transformational leadership had a significant effect on knowledge management while transactional leadership did not have a significant impact on knowledge management; team culture strengthened the influence of transformational and transactional leadership on knowledge management, and there was no moderating role of adhocracy culture and market culture. These findings show that transformational leadership plays a major role in the application of knowledge management in SMEs. However, transformational and transactional leadership collaboration has a major impact on the successful implementation of knowledge management. Clan culture contributes greatly to strengthening the leadership role of knowledge management.
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Jovičić Vuković, Ana, Jelena Damnjanović, Nataša Papić-Blagojević, Ivana Jošanov-Vrgović, and Snježana Gagić. "Impact of Leadership on Innovation: Evidence from the Hotel Industry." Management:Journal of Sustainable Business and Management Solutions in Emerging Economies 23, no. 3 (2018): 57. http://dx.doi.org/10.7595/management.fon.2018.0008.
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Research Question: The paper investigated a relationship between innovation and transformational/transactional leadership, as well as the impact of these two leadership styles on innovation. Motivation: As there are small number of studies that have examined the impact of transformational and transactional leadership on innovations within the hospitality industry and in Serbia, the need for investigation is imposed. The paper draws on methodology and works of Bass and Avolio (1997), Hogan et al. (2011) and Nasution et al. (2011) which are, in this paper, applied to the context of hotel industry. The results of this study will expand theory in this field and it could be used as a significant practical guide for hotel management in order to achieve business improvement. Idea: In today's turbulent business environment the ability of the organization to innovate been the decisive factor of surviving, creating and maintaining competitive advantage on the market and also a critical factor in improving what the organization does. The aim of this research is to determine the predictive effect of transformational and transactional leadership on innovations within hotel industry in Serbia. Data: The study included 512 employees in 57 tree, four and five-star hotels in Serbia. Convenient sampling method was applied. The questionnaire used measured the attitude of the employees towards innovations and transformational and transactional leadership, as well as socio-demographic variables Tools: Data was prepared and analysed using statistical software IBM SPSS 24.0. Statistical data processing methods used in this paper are descriptive statistics, the reliability of the instrument, correlation and regression analysis. Findings: The research results show that both transformational and transactional leadership predict innovations, where transformational leadership style is a stronger predictor and better correlate with innovations. The results show that transactional leaders may also encourage innovativeness, but within the frames of the tasks already set. They can also motivate the employees by using different methods such as stimulative rewards, but that they are primarily focused on task execution. Contribution: The results can be used in making future decisions, measures and standards related to human resources management, as well as the development and promotion of innovative activities in hotels.
Book chapters on the topic "Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation"
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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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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.