To see the other types of publications on this topic, follow the link: Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation.
Journal articles on the topic 'Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 48 journal articles for your research on the topic 'Innovation Women Leadership Transformational Leaders Transactional Leaders. Management innovation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Rizal Andreansyah and M. Imamul Muttaqien. "Konsep Dasar Kepemimpinan : Dari Definisi Hingga Tipologi Pemimpin Efektif." Akhlak : Jurnal Pendidikan Agama Islam dan Filsafat 2, no. 1 (2024): 159–66. https://doi.org/10.61132/akhlak.v2i1.313.
Full textAbstract:
Leadership is a critical aspect of organizational management, influencing individual and group behavior to achieve shared goals. This article explores the foundational concepts of leadership, encompassing definitions, theories, and typologies of effective leaders. The study employs a literature review method, drawing on recent academic journals, proceedings, and books. Findings emphasize that effective leadership involves adaptive strategies tailored to organizational needs and the dynamic challenges of the modern era. Key leadership typologies, including transformational, transactional, and situational leadership, are highlighted as crucial for fostering innovation and organizational growth. The study underscores the need for leaders to balance vision, influence, and motivation to achieve sustainable success.
12
Costa, Joana, Mariana Pádua, and António Carrizo Moreira. "Leadership Styles and Innovation Management: What Is the Role of Human Capital?" Administrative Sciences 13, no. 2 (2023): 47. http://dx.doi.org/10.3390/admsci13020047.
Full textAbstract:
Leadership styles and human capital are important drivers of innovation processes. The way the leader interacts with the organization members can pre-empt or leverage innovation processes as leaders influence, empower and motivate other individuals in the achievement of their goals. Human capital is an important driver of innovation and competitiveness, as it will shape the uniqueness of the company as well as the process to obtain skills, capabilities, knowledge and expertise. As such, the main objectives of the paper are to analyze the impact of leadership styles on the innovation process and also to address the moderation effect of the human capital on the previous relation. Four leadership styles—autocratic, transactional, democratic, and transformational—were considered to measure their impacts on the innovation process, considering the alternative types of innovations. The 2018 Community Innovation Survey (CIS) database was used, encompassing Portuguese data, covering the 2016–2018 period, with a sample of 13702 firms. In regard to the empirical part, first, an exploratory analysis was run to better understand the connection between the leadership styles and the innovative strategies followed by an econometric estimation encompassing 28 logit models to disentangle the specific impacts of each leader on each innovation type. Evidence proves that autocratic and transactional leadership styles have a negative impact on innovation and transformational and democratic leadership impact innovation positively. Furthermore, human capital was found to moderate the relationship between leadership styles and the innovation process; i.e., under the same leadership style, the presence of additional skills leverages innovative propensity. The paper brings relevant insights for both managers and policymakers, highlighting that innovation will be accelerated if firms implement more participatory (democratic and transformational) leadership styles and also if they invest in competences to promote knowledge internalization and share. All in all, participatory leadership combined with the internal skills is proved to be an efficient combination for innovation to take place; as such, policy instruments must promote the coexistence of these two factors.
13
Arfanaldy, Sehan Rifky. "Effective Leadership Styles in Project Management: A Literature Analysis of Their Impact on Project Success." International Journal of Multidisciplinary Approach Research and Science 3, no. 02 (2025): 652–65. https://doi.org/10.59653/ijmars.v3i02.1544.
Full textAbstract:
Effective leadership is a key factor in the success of project management. This paper analyzes various leadership styles applied in project management through a literature review. The primary focus of this study is on transformational, transactional, and situational leadership styles and their impact on team performance and project outcomes. The findings suggest that selecting an appropriate leadership style depends significantly on the project context, team characteristics, and challenges faced. Transformational leadership is particularly effective in projects requiring innovation and high collaboration, while transactional leadership is more suited for structured projects with clear procedures. Additionally, situational leadership, which allows leaders to adjust their style based on the project's dynamic nature, is highly flexible and adaptive. Other contributing factors to project success include emotional intelligence, effective communication skills, and adapting to organizational culture and team diversity. These findings offer valuable insights for project management practitioners in selecting and developing leadership styles best suited to achieve optimal results in various project contexts.
14
Railean, Elena, and Angelica Coman. "Analysis of the concepts of leadership and transformational leadership applied in educational sciences." Moldoscopie, no. 2(101) (March 2025): 107–15. https://doi.org/10.52388/1812-2566.2024.2(101).11.
Full textAbstract:
The study of leadership encompasses the analysis of various macro-paradigms and theories, from transactional leadership, focused on change and inspiration, to transformational leadership, which emphasizes the leader’s motivationion adaptat dynamics of learning environments. The purpose of this study is to examine the complex multifaceted and multiaspect implications of transformational leadership through school project management. The study aims to equip leaders of educational reforms in school with the knowledge, vision and attitudes necessary to achieve change and cultivate innovation within school projects. The research methodology includes a detailed analysis of the key concepts in the scientific phrase and their representation through a Venn diagram. The main result is the graphic representation of the studied phrase and its interpretation through the operations of formal logic.
15
Al-Mansoori, Reem S., and Muammer Koç. "Transformational Leadership, Systems, and Intrinsic Motivation Impacts on Innovation in Higher Education Institutes: Faculty Perspectives in Engineering Colleges." Sustainability 11, no. 15 (2019): 4072. http://dx.doi.org/10.3390/su11154072.
Full textAbstract:
Learning institutes are unique places for innovation, technical transformations, and social changes, which are the main pillars for sustainable development. The purpose of this study was to examine the innovation capacity building through the impact of transformational leadership on followers’ satisfaction and output in two engineering colleges: one in a public university in the United States and the other in an International Branch Campus in Qatar. The Multifactor Leadership Questionnaire was used to assess leadership style, and three output indicators were chosen to represent innovative outputs. Innovation-driven systems and Intrinsic motivation were other innovation drivers assessed through the designed survey. The Statistical Package of Social Science was used to identify the correlated constructs of leadership styles and outcomes. The explanatory sequential mixed method helped explain the underlying reasons for the quantitative results through interviews with faculty. The study showed that leaders (deans) exhibited different ranges of transformational leadership styles, yet were lower than the norm. Moreover, transformational leadership traits, in addition to contingent rewards from transactional leadership, were highly correlated with followers’ satisfaction with the leader and the system. As this was a cross-cultural study, context affected the participation rate and response results, as hesitation to evaluate the dean was common in a high power–distance context.
16
Miller, Linda, and Andrew Foster Miller. "Innovative work behavior through high-quality leadership." International Journal of Innovation Science 12, no. 2 (2020): 219–36. http://dx.doi.org/10.1108/ijis-04-2019-0042.
Full textAbstract:
Purpose The purpose of this study was to understand how innovative work behavior (IWB) was affected by leaders’ relationships with their employees to enhance engagement/job commitment in the grocery retail industry. The general business problem is some organizations in the grocery retail industry lack IWB to generate innovative solutions to remain competitive. Design/methodology/approach This study used a qualitative method and a single case study design because the literature identified a need to understand how the leader–member relationships, employee engagement/job commitment and employee idea generation and implementation affect organizational innovation in the grocery retail industry. Using this method and design provided the appropriate approach to explore a single organization business process model for innovation. The three data sources for this study were semistructured one-on-one individual interviews, a single focus group and relevant organizational documentation. Findings The findings showed high-quality relationships between knowledge workers and their leaders can positively affect their engagement/job commitment and ability to generate and implement useful ideas. A fundamental catalyst for IWB is when all four critical forces are in alignment including high-quality relationships between the knowledge workers and their leadership, the employee is fully engaged and the organization promotes risk-taking behavior to create new ideas with its commitment to innovation through resources and prioritization. The millennial participants indicated their leaders should be more transformational leaders coaching and mentoring them rather than transactional task-oriented disciplinarians. The Generation X and baby boomer participants were seeking more autonomy and resources to explore ideas. Research limitations/implications Future researchers could consider exploring a deeper understanding of the multigenerational knowledge workers’ needs to help leaders stimulate employee engagement/job commitment and increase IWB. Practical implications Organizations are able to meet the market demand for innovation and remain competitive. Social implications Higher quality leader–member relationships lead to employee engagement/job commitment that can increase innovation. Originality/value The findings were the trends and preferences revealed within generational groupings. The needs and wants expressed by the millennial participants indicated that their leaders should be more of a coach and mentor. The Generation X and baby boomer participants were seeking more autonomy and resources to explore ideas.
17
Fazzi, Gabriella, and Nereo Zamaro. "Exploring the interplay between leadership styles and PSM in two organisational settings." International Journal of Manpower 37, no. 5 (2016): 859–77. http://dx.doi.org/10.1108/ijm-01-2015-0008.
Full textAbstract:
Purpose – The purpose of this paper is to explore the relationships of public service motivation (PSM) with leadership style (transformational and transactional) in two different sectors: nonprofit and public research. Design/methodology/approach – The authors have investigated the effects of leadership styles on the level of PSM, assuming that transformational leadership has a positive and higher relation to PSM than transactional one. The analysis is based on data collected in two different investigations: a group of nonprofit volunteers, sitting in the NPs boards of directors, and a group of employees working for a National Research Institute. Findings – Transformational leaders in the nonprofit organisation have higher scores on PSM than transactional leaders. For the employees of the research institution a charismatic leadership is not necessary, and even demotivating; autonomy is a central factor for researcher, and the intervention of the leader seems to be playing a motivation role only in moments of impasse. Research limitations/implications – Some more work should be done in refining the measures used in the scales. The perception of the leader attitude as controlling or supportive can be the key to better understand some controversial results: this can be object of further studies. Practical implications – The results offers some preliminary results indicating that, in research institutions, a charismatic leadership should not be considered a generalised management solution. The transformational style reach better results in those research contexts in which research programmes are carried out via team work. Originality/value – Not so much work in this field has been done yet in Italy, even less focusing on leadership in the research institutions.
18
Cai, Wen Juan, Mark Loon, and Peter Hoi Kin Wong. "Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau." Journal of Organizational Change Management 31, no. 5 (2018): 1054–70. http://dx.doi.org/10.1108/jocm-10-2016-0215.
Full textAbstract:
Purpose The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and acceptance of change in the Hong Kong public sector. Design/methodology/approach Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis. Findings The findings from civil servants show that although trust in management mediates the relationship between both types of leadership and acceptance of change, transformational leadership is more effective in increasing both trust and acceptance of change. Research limitations/implications The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change. Practical implications The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership. Originality/value This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.
19
Mieszajkina, Elena, and Agata Myśliwiecka. "DIGITIZATION OF SMALL ENTERPRISES – DIGITAL LEADERSHIP." Scientific Papers of Silesian University of Technology Organization and Management Series 2024, no. 212 (2024): 383–401. https://doi.org/10.29119/1641-3466.2024.212.23.
Full textAbstract:
Purpose: Ubiquitous digitalization requires the management of companies to develop a special type of leadership - digital leadership. It involves holistically combining human and technological aspects. The article aims to present theoretical and empirical research on digital leadership in small enterprises in their innovation contexts. Design/methodology/approach: The study is based on two research methods. The first was the literature critique method, the application of which made it possible to develop the methodological assumptions for the research. The second is the diagnostic survey method, a questionnaire technique used to conduct empirical research on a sample of 131 small enterprises. The results made it possible to assess the digital leadership level of the surveyed units regarding their innovation. Findings: Digital leadership was assumed to consist of activities from three leadership concepts: transactional, transformational and authentic leadership. Research has shown that the digital leadership level in small enterprises is low. Their leaders undertake few actions from each of the three leadership concepts, the worst situation being for transformational leadership. This negatively affects the enterprises' innovation. Research limitations/implications: The research conducted brought closer the digital leadership issue in small enterprises and allowed verification of the adopted research assumptions. Further research will compare digital leadership levels in enterprises by size, age and industry. Practical implications: Research has revealed that a low digital leadership level may be responsible for the problems associated with digitizing the operations of small enterprises. Based on them, many recommendations for leaders can be developed. Originality/value: The survey's originality lies in the development of a concept for assessing the digital leadership level, considering the small business specifics.
20
Rao, A. Srinivasa, and Waheed Kareem Abdul. "Impact of transformational leadership on team performance: an empirical study in UAE." Measuring Business Excellence 19, no. 4 (2015): 30–56. http://dx.doi.org/10.1108/mbe-07-2014-0022.
Full textAbstract:
Purpose – The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological empowerment in this association. Over the past many decades, teams have become an increasingly popular way of organizing and coordinating work. This trend creates new challenges for leaders, as they are expected to motivate individual employees and to improve team performance simultaneously. Design/methodology/approach – This study proposes a conceptual framework for understanding motivation and support extended to individual employees which would influence team performance. The conceptual framework includes psychological empowerment and support for innovation as mediating variables in the effect of transformational leadership on team performance. The study also validates the proposed conceptual framework using a second-order confirmatory factor analysis technique, namely, partial least squares-structural equations modeling, with the data collected from 182 followers from 10 service organizations in the UAE. Findings – The findings suggest that transformational leadership has significant positive impact on team performance and, on the contrary, transactional leadership has significant negative effect on team performance. Two dimensions of psychological empowerment such as meaning and self-determination have partial mediation effect in the relationship between transformational leadership and team performance. Originality/value – This study contributes to the research that identifies team mechanisms influenced by transformational leadership that can affect team success and performance, particularly in the context of UAE-based organizations. Managerial implications and future research areas are further discussed.
21
Taleh Khalilov. "The Role of Leadership and Managerial Skills in Strategic Planning." Journal of Information Systems Engineering and Management 10, no. 20s (2025): 98–104. https://doi.org/10.52783/jisem.v10i20s.3014.
Full textAbstract:
Strategic planning is a fundamental process that ensures the long-term success and sustainability of organizations. Leadership and managerial skills play a crucial role in effectively formulating, implementing, and evaluating strategic plans. Effective leaders provide vision, inspire teams, and foster innovation, while managerial skills ensure the systematic execution of plans through decision-making, problem-solving, and resource allocation. This paper explores the interplay between leadership and managerial competencies in strategic planning, highlighting how transformational and transactional leadership styles contribute to strategic goal achievement. Additionally, it examines the significance of communication, adaptability, and analytical thinking in aligning organizational strategies with market dynamics. The findings indicate that organizations that integrate strong leadership with sound management practices achieve higher efficiency, competitive advantage, and resilience in a rapidly evolving business environment.
22
Cui, Hang-Hang, and Hyeok-Gi Kwon. "The Impact of Transformational Leadership and Transactional Leadership on Voice Behavior and Creative Behavior through Job Crafting." International Academy of Global Business and Trade 19, no. 3 (2023): 111–27. http://dx.doi.org/10.20294/jgbt.2023.19.3.111.
Full textAbstract:
Purpose - In the face of an increasingly competitive business environment and the growing complexity and dynamism of work activities, employee voice and creative behaviors are essential to organizational growth and survival. Consequently, this study examines how to increase voice and creative behaviors in organizational life using transformational leadership and transactional leadership as the entry points, and selecting job crafting as the mediating variable.
 Design/Methodology/Approach - A hypothesized model was developed to examine the relationship between the constructs. The sample for the study comprised 364 Chinese employees. Data were analyzed using SPSS and structural equation modelling in AMOS.
 Findings - Transformational leadership and transactional leadership positively impact job crafting, voice behavior, and creative behavior, complementing the existing theory. Furthermore, this study finds that through job crafting, transformational leadership has an enhanced impact on voice and creative behaviors.
 Research Implications - Transformational leadership and transactional leadership are two separate and complementary types of leadership. Therefore, organizations should develop leaders that can flexibly use both styles to improve leadership effectiveness. Furthermore, the organization should pay more attention to employee job crafting, voice behavior, and creative behavior. Organizations or supervisors should appropriately grant employees work autonomy to respond to the rapidly changing external environment.
23
INGABIRE, Assia. "Assessing the Effect of Management Styles on Project Performance in Rwanda: A Case of Urban Economic Development Initiative Project." International Journal of Scientific Research and Management (IJSRM) 13, no. 02 (2025): 8312–416. https://doi.org/10.18535/ijsrm/v13i02.em09.
Full textAbstract:
This study assessed the effect of management styles on project performance in Rwanda, with a particular focus on the Urban Economic Development Initiative Project (UEDIP). The research employed a mixed-methods approach, combining qualitative and quantitative data collection techniques to gain a comprehensive understanding of the relationship between management styles and project outcomes. Data were gathered from project managers, employees, and key stakeholders through surveys, interviews, and document analysis. The study aimed to determine how different leadership styles influenced project efficiency, employee engagement, and overall success. By analyzing both numerical data and personal insights from participants, the study provided a holistic view of the impact of management approaches on project implementation. The findings revealed that transformational leadership played a crucial role in enhancing project performance by fostering employee motivation, innovation, and teamwork. Leaders who adopted this style were able to inspire their teams, encourage creativity, and maintain high levels of engagement, ultimately leading to improved project outcomes. In contrast, transactional leadership was found to be effective in maintaining efficiency and accountability through structured processes, performance monitoring, and reward-based motivation. However, the study also found that autocratic leadership styles negatively affected employee morale, leading to dissatisfaction and, in some cases, project delays due to a lack of collaboration and rigid decision-making structures. These findings highlight the importance of selecting appropriate management styles to balance productivity and employee well-being in project execution. Based on the study’s findings, it is recommended that organizations adopt a hybrid management approach that integrates the strengths of both transformational and transactional leadership while minimizing the negative impacts of autocratic leadership. By combining the motivational and innovation-driven aspects of transformational leadership with the efficiency and accountability of transactional leadership, project managers can optimize project performance and sustainability. Additionally, fostering participatory decision-making and encouraging open communication within teams can enhance collaboration and adaptability, ultimately leading to better project outcomes. These recommendations provide valuable insights for policymakers, project managers, and development practitioners seeking to improve project execution and long-term impact in Rwanda’s urban development initiatives.
24
Gelaidan, Hamid Mahmood, Glenn Houtgraaf, and Osama Sam Al-kwifi. "Creativity and innovation in rapidly developing Qatar: the impact of leadership and the mediation of psychological empowerment amidst rapid growth." International Journal of Public Sector Management 35, no. 3 (2022): 257–75. http://dx.doi.org/10.1108/ijpsm-01-2021-0016.
Full textAbstract:
PurposeThis study examines the effects of perceived leadership styles on the perceived creativity and innovation of public servants working in a rapidly developing country while shedding light on the internal causal dynamics of these effects.Design/methodology/approachSurvey data are collected from 568 Qatari public servants working in a variety of public sector organizations. Data are analysed using structural equation modelling (SEM) employing SmartPLS.FindingsA significant relationship between perceived leadership styles and public servants' self-perceived creativity is found, with psychological empowerment as a mediating variable. Public servants that perceive their leaders as conveying transformational, transactional and servant leadership styles are found to have significantly higher self-perceived creativity, whereas authentic leadership does not have a significant positive effect. This finding indicates that transformational, transactional and servant leadership styles appear to impact public servants' creativity. This impact corresponds with findings from research on the relationship between leadership styles and creativity in the private sector. The results of this study confirmed the mediating effect of psychological empowerment, apart from authentic leadership.Originality/valueThe findings shed light on the relationship between perceived leadership styles and the self-perceived creativity of public servants working in a rapidly developing country, its causal dynamics and how these effects relate to corresponding findings in the private sector. The ensuing practical implications offer guidelines on how to organize leadership to maximize creativity and innovation in the public sector, especially in rapidly developing countries.
25
Pande, Aastha, and Neha Alshi. "Leadership Redefined: The Impact of Women Leaders on Business Growth in Bhiwandi." International Journal of Advance and Applied Research 12, no. 4 (2025): 74 to 77. https://doi.org/10.5281/zenodo.15172335.
Full textAbstract:
<strong>Abstract:</strong> The attainment of business success depends heavily on leadership but women leaders experience ongoing challenges because of workplace stereotypes together with gender bias and insufficient development opportunities.A study identifies how men and women lead differently by showing female leaders base their style on transformational methods which include team effort with understanding and flexible principles. In this paper primary and secondary data methods are used to make paper quantitative with qualitative. The study explores how organisations led by women display better crisis management skills and higher employment engagement.The research suggests that businesses should establish mentoring sessions while implementing equal hiring criteria and flexible work schedules and supplying financial backing to women entrepreneurs as they strive to close leadership inequality gaps. When organizations focus on developing inclusive leadership their business expands through women empowerment and obtains better innovation results.
26
Dr, Sushama Sharma. "The Effectiveness of Leadership Styles in Managing Organizational Change in India." INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH AND CREATIVE TECHNOLOGY 1, no. 3 (2015): 1–8. https://doi.org/10.5281/zenodo.15279623.
Full textAbstract:
This paper explores the effectiveness of various leadership styles in managing organizational change within Indian organizations. Focusing on transformational, transactional, participative, and situational leadership, the study examines how these styles influence organizational performance, employee engagement, and the successful implementation of change initiatives. By analyzing empirical data and case studies from leading Indian corporations, the research highlights the significant impact of transformational and participative leadership in fostering innovation, reducing resistance to change, and improving productivity during periods of organizational transformation. Additionally, the paper explores leadership development practices in India, emphasizing the increasing investment in formal training programs and leadership academies within both public and private sectors. It identifies challenges in leadership training, especially in smaller enterprises, and suggests areas for improvement, such as a greater focus on emotional intelligence, cross-cultural communication, and adaptive leadership skills. The findings underscore the necessity for flexible, inclusive leadership approaches that align with organizational goals and facilitate successful change management. In conclusion, the paper advocates for a strategic shift towards leadership development that emphasizes context-specific practices and the cultivation of future-ready leaders capable of navigating complex change processes in India’s dynamic business environment.
27
Mr., Phani Kumar Kondapally, and Mahesh Singh Rajput Dr. "Approach To Successful Innovative Leadership Management While Considering New Thoughts." International Journal of Advance and Applied Research 10, no. 3 (2023): 720 to 729. https://doi.org/10.5281/zenodo.7779907.
Full textAbstract:
<em>Research over the last several decades has focused heavily on a number of topics, including leadership and innovation. Numerous academics have put their heads together and come up with numerous meanings of the phrases, but they all centre on the concept of impact. It has been observed that leaders have the ability to persuade other people to commit their efforts to the accomplishment of a certain goal. However, leadership is a wide concept that may be understood in a variety of ways. It encompasses a wide range of techniques, circumstances, talents, attitudes, competences, and attributes, all of which it influences. On the other hand, innovation refers to the application in the real world of concepts or strategies that make it easier to market newly developed items or to enhance the manner in which existing products and services are provided. To have a good grasp of what we mean when we talk about creative leadership, it is necessary to first understand what we mean when we talk about leadership in general. The purpose of this study is to examine the innovative leadership style that has been depicted in previous works of literature, as well as to combine the two concepts, with the goals of providing additional understanding and a structural framework for exploring creative leadership features.</em>
28
Krishna Murthy, Kumar Kodyvaur, Shakeb Khan, and Om Goel. "Leadership in Technology: Strategies for Effective Global IT Operations Management." Journal of Quantum Science and Technology 1, no. 3 (2024): 1–9. http://dx.doi.org/10.36676/jqst.v1.i3.23.
Full textAbstract:
Today's linked and technology-driven world requires competent global IT operations leadership for company success. This research study examines how leadership shapes and implements technology strategies to enable effective and safe IT operations across regions. As firms grow worldwide, managing IT infrastructure and staff across varied cultural, regulatory, and technical environments has become more complicated, requiring a better grasp of leadership techniques to meet these problems. Transformational, transactional, and situational leadership theories and models are examined in relation to IT operations management. These ideas explain how leadership styles affect global technology and human resource management. Cloud computing, artificial intelligence, and digital transformation are crucial to worldwide operations, therefore the literature study examines IT management technology solutions. This study seeks to find the best leadership methods for global IT operations. Leadership affects technology adoption, especially digital transformation projects that preserve competitive advantage, according to the report. It also examines how adaptive leadership may help IT executives overcome cultural diversity, legal compliance, and technological complexity.Case studies and empirical data show how strong leadership affects global IT operations. These examples show how leaders may promote innovation, boost operational efficiency, and secure and reliable IT systems across regions. IT directors should emphasize cultural knowledge, strategic vision, and communication skills while managing multinational teams and technological infrastructure, according to the study. In conclusion, this study analyzes the tactics, difficulties, and possibilities of global IT operations leadership to better comprehend this subject. Leadership is essential in global IT operations, and leaders must be agile, culturally aware, and strategically oriented to thrive in today's changing business environment. This study may help academics and practitioners improve global IT leadership.
29
Hussin, Hanani, Norhafiza Hashim, Nurliyana Abas, and Hufiza Hussin. "CONCEPTUAL STUDY ON HARMONY IN CHAOS: LEADERSHIP PARADIGMS FOR RESOLVING MODERN WORKPLACE CONFLICTS." International Journal of Entrepreneurship and Management Practices 8, no. 29 (2025): 176–97. https://doi.org/10.35631/ijemp.829013.
Full textAbstract:
Conflicts are a common occurrence in the workplace as employees within organizations often differ in perceptions, values, and approaches to work-related tasks. When left unaddressed, these conflicts can significantly impact employee performance and overall organizational productivity. However, when effectively managed, workplace disputes can serve as opportunities for growth and innovation, leading to organizational development. Despite the importance of leadership in conflict resolution, few studies have explored the extent to which conflict resolution is influenced by various leadership perspectives and their combined impact. To bridge this research gap, this study aims to examine the role of ethical leadership in conflict resolution and its integration with other leadership paradigms. Specifically, the research objectives are (i) to analyze how ethical leadership influences conflict resolution processes, (ii) to assess the integration of ethical leadership with other leadership paradigms, including transformational, transactional, and servant leadership, and (iii) to develop a multidimensional framework for conflict management. This study adopts a conceptual approach by synthesizing existing literature to establish ethical leadership as a central theoretical perspective in conflict resolution. Ethical leadership is characterized by integrity, fairness, and empathy, fostering a culture of trust and transparency where conflicts are managed constructively rather than escalating into prolonged disputes. The findings indicate that ethical leadership reduces workplace conflict by enhancing transparency and fairness in decision-making while also ensuring that employees feel valued and heard in conflict resolution processes. Furthermore, when combined with transformational, transactional, and servant leadership styles, ethical leadership enhances both short-term dispute resolution and long-term organizational harmony. The study's findings hold theoretical and practical significance. Theoretically, the research contributes to leadership and conflict resolution literature by integrating multiple leadership paradigms into a unified framework that enhances the understanding of their combined influence on workplace conflict. Practically, the study guides organizational leaders in selecting and developing ethical leaders with high emotional intelligence (EI) to foster a collaborative and trust-driven work culture. By applying the proposed multidimensional conflict resolution framework, organizations can effectively address workplace conflicts, leading to higher employee satisfaction and improved organizational performance. While this study presents a comprehensive conceptual model, the proposed framework requires empirical validation across various organizational contexts to further assess its applicability and effectiveness in workplace conflict management.
30
V, Santhi. "Leadership Styles of Women Entrepreneurs in Startups." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 04 (2025): 1–9. https://doi.org/10.55041/ijsrem46197.
Full textAbstract:
Abstract The leadership styles of women entrepreneurs in startups have garnered increasing attention due to their unique approaches to business management, decision-making, and organizational culture. Women entrepreneurs, often navigating a predominantly male-dominated business environment, exhibit diverse leadership qualities influenced by their personal experiences, socialization, and cultural contexts. This study explores the various leadership styles that women entrepreneurs adopt in the startup ecosystem, focusing on transformational, participative, and nurturing leadership approaches. Transformational leadership, which emphasizes vision, motivation, and innovation, is commonly observed among women entrepreneurs who seek to inspire their teams and foster an environment of creativity and growth. Participative leadership, where leaders involve their teams in decision-making processes, also stands out as a key characteristic, reflecting women’s collaborative and inclusive approach. Additionally, the nurturing leadership style, marked by empathy, care, and emotional intelligence, plays a significant role in building strong, supportive relationships within startups. By analysing the intersection of gender, entrepreneurial practices, and leadership theories, the research highlights how women entrepreneurs leverage their leadership styles to overcome challenges, promote inclusivity, and sustain business growth. This study contributes to the broader understanding of gender dynamics in entrepreneurship, offering valuable insights for both aspiring entrepreneurs and organizations aiming to support diverse leadership in the startup ecosystem. Ultimately, it underscores the importance of recognizing and supporting the leadership contributions of women in the entrepreneurial world. Keywords: Leadership Styles, Startups, Business Management, Women Entrepreneur.
31
Ishmail, Bangura. "The Role of Leadership Styles in the Administration of Government Institutions." International Journal of Recent Innovations in Academic Research 7, no. 12 (2023): 69–83. https://doi.org/10.5281/zenodo.10785910.
Full textAbstract:
The accomplishment of public policy objectives and the smooth operation of societies depend heavily on the efficient management of governmental institutions. The way leaders behave and lead within these institutions has a big impact on employee performance, organizational culture, and overall institutional efficacy. This paper examines different leadership styles and how they relate to public sector governance in order to investigate the role that leadership styles play in the management of government institutions for quality service delivery. Policymakers and administrators can improve decision-making procedures, cultivate a positive workplace culture, and advance efficient public service delivery by being aware of the influence of leadership styles in institutional management. Within the framework of government administration, four well-known leadership styles-transformational, transactional, charismatic, and servant leadership-are critically examined. The study examines each style's advantages, disadvantages, and implications for government organizations. It explores how to drive organizational change and promote innovation through visionary leadership, effective communication, and strategic decision-making. The article also examines how leadership style affects staff motivation, job satisfaction, and productivity in government agencies. It explores the connection between employee engagement and leadership behavior, emphasizing how crucial it is to establish a conducive and empowering work environment, encouraging staff motivation and satisfaction, establishing organizational culture, and providing effective and efficient public services.
32
Muhammad Abrar Ahmed, Syed Muhammad Ali Naqi, and Shahan Mehmood Cheema. "Leadership Styles and Their Influence on Project Team Performance." sjesr 6, no. 2 (2023): 153–59. http://dx.doi.org/10.36902/sjesr-vol6-iss2-2023(153-159).
Full textAbstract:
In today's dynamic and competitive business environment, effective leadership stands as a cornerstone for successful project outcomes. This research delves into the multifaceted relationship between leadership styles and project team performance, exploring the intricate interplay between various leadership approaches and team dynamics. Utilizing a mixed-methods research design, this study comprehensively investigates the impact of leadership styles – including transformational, transactional, laissez-faire, democratic, and autocratic – on project teams across diverse industries. The quantitative phase involves structured surveys administered to project team members and leaders, aiming to quantify the prevalence of different leadership styles within various organizational contexts. Simultaneously, the qualitative phase employs in-depth interviews and focus group discussions, capturing the nuanced experiences and perceptions of team members and leaders regarding the influence of leadership styles on motivation, collaboration, and overall project success. Through rigorous analysis, this research reveals intriguing patterns and correlations between specific leadership styles and project team performance metrics such as quality, timeliness, and efficiency. Moreover, it sheds light on the underlying mechanisms through which leadership impacts team dynamics, uncovering the pivotal role of communication, empowerment, and adaptability in shaping collaborative efforts. Furthermore, this study emphasizes the significance of contextual factors, including project complexity and organizational culture, as crucial influencers of the leadership-team performance nexus. By understanding these contextual nuances, organizations can tailor their leadership strategies to optimize team synergy and enhance project outcomes. The findings presented herein not only contribute to academic discourse in the fields of leadership and project management but also offer practical insights for project managers and organizational leaders. By aligning leadership styles with the unique demands of their projects, businesses can foster a culture of innovation, resilience, and high performance, ultimately achieving sustainable success in today’s competitive landscape.
33
Chiwisa, Chilufya. "The Role of Leadership in Crisis Management: A Literature Review." Journal of Human Resource and Leadership 9, no. 3 (2024): 48–65. http://dx.doi.org/10.47604/jhrl.2844.
Full textAbstract:
Purpose: The purpose of this study is to collect and analyze arguments and counterarguments about the role of leadership in crisis management. The aim is to enhance the existing knowledge in this field by examining and evaluating recent studies on the role of leadership in crisis management within organizational settings. An analysis of the literature examines the explanations of the nature of crises and leadership styles for crisis management. This analysis aims to develop a theoretical framework that may guide companies in their activities to effectively handle a crisis Methodology: This study is a literature review that examines the role of leadership in crisis management. Abstracts containing the phrase 'the role of leadership in crisis management' were kept for the further stages of the research project. The method ensured that the publications provided a thorough and extensive examination of the function of leadership in crisis management. Abstracts that fulfilled these criteria were categorized as either one or two, depending on the importance of their topic and the empirical evidence they presented. Abstracts that received high ranking were thoroughly scrutinized and selected for further examination based on the inclusion of key terms and the discussion of leadership's role in crisis management across the main portions of the articles. This method ensured to present a conceptual model that focuses on the proactive aspects and variables of the crisis management process. The report examined different leadership styles in crisis management as discovered by academic researchers and empirical studies. A thorough evaluation of multiple literary sources was conducted to assess their contribution to the research. Findings: The findings of the study showed that there is no leadership style that can be considered universally effective. The selection of a leadership style is contingent upon several factors, including the competency and conditions of the followers, as well as other variables. There is no one-size-fits-all strategy to effective leadership, since leaders need to adapt their tactics to fit the individual conditions influenced by internal and external forces. Unique Contribution to Theory, Practice and Policy: The academic theories i.e. transformational, transactional and charismatic leadership theories and concepts on crisis management and the role of leadership discussed in this study acknowledge how critical leadership is in crisis management, especially given the frequency and severity of crises organizations face today, such as natural disasters, economic recessions, global pandemics, and cybersecurity threats. In times of crisis, leadership is seen as an essential requirement for creating a proactive organizational environment and culture. These theories and models provide useful pillars for navigating different crises. The study provides a thorough grasp of the role of leaders in crisis management. Transformational leadership, for example, inspires followers to put the organization's goals above their own and encourages change and transformation to reduce environmental risks and disasters. The transformational leadership theory places emphasis on symbolic behavior and the role of leaders in motivating followers to surpass expectations and achieve success; transactional leadership offers rewards if staff follow their aims and receive recognition from the company. Effective compensation systems motivate employees to provide excellent service and address challenges; and charismatic leadership, provides the leader with the chance to exhibit innovation and depart from the current state of affairs in order to develop a solution for the problem. In times of crises, it offers the leader an opportunity to rally support from the followers.
34
SCHROEDER, STEFFEN H., and URS BALDEGGER. "EMPOWERING LEADERSHIP IN R&D — MODERATING EFFECTS OF THE STRATEGIC AND CULTURAL CONTEXT." International Journal of Innovation Management 24, no. 04 (2019): 2050040. http://dx.doi.org/10.1142/s1363919620500401.
Full textAbstract:
Successful new product development is of crucial importance for the survival of enterprises and for creating and securing competitive positions. In R&D performance in new product development is generally affected by interpersonal leadership. Empowering leadership, specifically, is suitable for this context, as the need for autonomy and achievement, as well as the cooperation of the followers, are taken into account through the support of the leader. However, so far no moderating effects of the context have been examined. Therefore, the present study examined the influence of the contextual factors of strategic, structural, and cultural orientation on the relations between empowering leadership and new product development performance in R&D. Additionally, a wide range of leadership behaviors with transformational and transactional leadership is taken into account in this study. Empowering leadership is assumed to have the highest impact on the R&D context. The moderating effects of the context were investigated in a quantitative design with 116 leaders and 371 respective followers from 32 R&D departments of various branches of industrial enterprises. The results confirmed a main effect of empowering leadership on new product development performance. Additionally, moderation analyses showed moderating effects on strategic and cultural orientation, while structural orientation had no moderating effect. It can be concluded that empowering leadership has a positive effect on new product development performance; nevertheless, the context in which leadership is practiced has to be considered.
35
Ali, Zeeshan, and Arooj Niaz. "Impact of Leadership Styles on the Employees’ Engagement in Private Healthcare Industry of UAE." Inverge Journal of Social Sciences 3, no. 1 (2024): 7–27. https://doi.org/10.63544/ijss.v3i1.71.
Full textAbstract:
The healthcare industry is a critical sector that requires a highly engaged workforce to deliver quality patient care. Effective leadership plays a crucial role in fostering employee engagement, which in turn contributes to organizational success. This research investigates the impact of leadership styles on employee engagement in the private healthcare industry of the United Arab Emirates (UAE). The study adopts a quantitative approach, utilizing a structured questionnaire to collect data from a representative sample of employees working in private healthcare institutions across the UAE. The questionnaire assesses employee perceptions of their leaders' leadership styles and their own level of engagement. Employing rigorous regression analyses and drawing on data from a diverse sample of 357 health care professionals working in private sector, the results of this research shed light on the complex relationship between leadership styles and employee engagement. The findings reveal a significant positive relationship between democratic leadership style and employee engagement. Democratic leaders inspire and motivate their followers, fostering a sense of purpose and commitment among employees. This leadership style encourages creativity, innovation, and a shared vision, leading to higher levels of engagement and organizational performance. In contrast, authoritative leadership styles have less positive impact on employee engagement and laissez-faire leader style have the least impact on their followers and their subordinates. The study concludes that democratic leadership style is the most effective style for enhancing employee engagement in the private healthcare industry of the UAE. By fostering a supportive and empowering work environment, transformational leaders can cultivate a highly engaged workforce that contributes to improved patient care and organizational success. References Abdul, M. F., & Boitor, M. (2018).The impact of nursing leadership and management on the control of nurses in healthcare organizations. Revista de Asistență Socială,1(2), 1-15. Aiken, L. H., et al. (2011).Hospital Nurse Staffing and Patient Mortality, Nurse Burnout, and Job Dissatisfaction. JAMA, 306(19), 1987-1993. Anderson, L. H.,Laine, C., DiCuccio, M., & Riedel, C. (2017).Navigating the complex regulatory pathways for nursing practice. Journal of Nursing Regulation, 8(1), 37-44. Asghar, R. J., & Ishaque, A. Sayyam.(2021). Big Five Personality Traits and Training Transfer: Evidence from Banking Sector in Pakistan. Multicultural Education, 7(8), 653-665. Asghar, J., & Manzoor, R. (2022). Cyber bullying: Youth and mental health. Parliamentary Research Digest, 9(10), 19-23. Asghar, R. J., Shah, M., & Khan, J. A. (2021). Big Five Personality Traits and Training Transfer: Does Organizational Politics Matter? International Review of Basic and Applied Sciences, 9(4), 457-469. Asif, D. M., & Shaheen, A. (2022). Creating a High-Performance Workplace by the determination of Importance of Job Satisfaction, Employee Engagement, and Leadership. Journal of Business Insight and Innovation, 1(2), 9–15. Asif, D. M., & Sandhu, M. S. (2023). Social Media Marketing Revolution in Pakistan: A Study of its Adoption and Impact on Business Performance. Journal of Business Insight and Innovation, 2(2), 67–77. Asif, M., Pasha, M. A., Mumtaz, A., & Sabir, B. (2023). Causes of Youth Unemployment in Pakistan. Inverge Journal of Social Sciences, 2(1), 41-50. Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources M Art. Journal of Managerial Psychology, 22(3), 309-328. Bass, B. M., & Riggio, R. E.(2006). Transformational Leadership (2nd ed.).Psychology Press. Borrill, C.S., West, M. A., Shapiro, D., & Rees, A. (2019).Team working and effectiveness in health care. British Journal of Health Care Management, 25(6), 298-306. Chaudhry, A., et al. (2018).The Role of Leadership in Shaping Organizational Culture in Healthcare Organizations. Healthcare Management Review, 43(3), 192-202. Choi, S. B., & Choi, J. N. (2019). Effects of participative leadership on employee performance: The mediating role of task performance and job satisfaction and the moderating role of power distance. Human Performance, 32(2), 124-142. Cohen, S. G., & Bailey, D. E. (2017). What makes teams work: Group effectiveness research from the shop floor to the executive suite and beyond. Organizational Dynamics, 46(4), 235-245. Cummings, G. G., et al. (2018). Leadership Styles and Outcome Patterns for the Nursing Workforce and Work Environment: A Systematic Review. International Journal of Nursing Studies, 85, 19-60. Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. Den Hartog, D. N., Belschak, F. D., & Kalshoven, K. (2020).Leading from the ivory tower: How leadership styles are driven by personality, trait affectivity, and cultural intelligence. Journal of Organizational Behavior, 41(5), 437-461. DeRue D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2018).A quasi– experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 103(12), 1310-1322. Eisenbeiss, S. A., Knippenberg, D. V., & Boerner, S. (2019). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 104(10), 1270-1288. Foti, K. E., Greenberg, C., & Shaffer, J. A.(2020). A multilevel framework of leadership and employee safety behavior: Investigating the role of informal leadership and job hazard recognition. Journal of Applied Psychology, 105(3), 225-236. Grzywacz, J. G., & Bass, B. L. (2003). Work, Family, and Mental Health: Testing Different Models of Work-Family Fit. Journal of Marriage and Family, 65(1), 248-262. Gupta, R., & Jatana, A. (2021). Democratic leadership, trust in leadership and organizational innovation: The role of knowledge sharing behavior. Leadership & Organization Development Journal, 42(2), 246-265. Haas, S. A., & Shier, G. (2015). Employee Engagement: What Are We Talking About?A Comparative Analysis of Scholarly Definitions. Advances in Health Care Management, 18, 1-21. Hall, L. H., et al. (2016). Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review. PLoS ONE, 11(7), e0159015. Hansen, E. E., & Ibarra, H. (2018). The empathy advantage: Coaching leaders to unlock hidden potential. Harvard Business Review, 96(1), 98-105. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279. Hmieleski. M., & Ensley, M. D. (2017). A contextual examination of new venture performance: Entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 38(8), 1210-1227. Huang, D. T., et al. (2016). Proactive Physician Burnout and Its Correlates: An Exploratory Study. Journal of Patient Safety, 12(4), 218-225. Ishfaq, U., Imran, A., Joseph, V., Haqdad, U., & Asif, M. (2022). MEDIATING ROLE OF TRUST BETWEEN EMOTIONAL INTELLIGENCE AND PROJECT TEAM PERFORMANCE IN TELECOMMUNICATION SECTOR. PalArch's Journal of Archaeology of Egypt/Egyptology, 19(4), 988-1005. Jackson, D., et al. (2018).Registered Nurses’ Perceptions of Nurse-Focused Leadership in an Aged Care Context. Journal of Nursing Management, 26(1), 49-56. Kahai, S. S., Sosik, J. J., & Avolio, B. J. (2019).Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Leadership Quarterly, 30(2), 235-249. Kahn, W. A. (1990).Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724. Kane, G. C., & Cruthirds, K. W. (2020). The dialectic paradox: How coaching democratically transforms leader and follower. Organizational Dynamics, 49(3), 100737. Laschinger, H. K. S., et al. (2015).Impact of Lean Six Sigma Process Improvement Methodology on Staffing, Work Environment, and Patient Flow. Journal of Nursing Care Quality, 30(4), 333-339. Macey, W. H., & Schneider, B. (2008).The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1(1), 3-30. Mache, S., et al. (2016).Exploring the Quadruple Aim in the Emergency Department: Workforce Well-being, Health Care Quality, Patient Safety, and Efficiency. Health Care Management Review, 41(1), 42-52. McFadden, K. L., Stock, G. N., & Gowen III, C. R. (2016). Leadership, safety climate, and continuous quality improvement: Impact on process quality and patient safety. Health Care Management Review, 41(1), 28-41. Milliken, A., et al. (2018). Employee Engagement: A Framework for the Analysis of Healthcare Organizations. Health Services Management Research, 31(3), 101-109. Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.).Sage Publications. Mushtaque, T., Tunio, M. N., ur Rehman, Z., & Asif, M. (2021). INFLUENCE OF ADMINISTRATIVE EXPERTISE OF HUMAN RESOURCE PRACTITIONERS ON THE JOB PERFORMANCE: MEDIATING ROLE OF ACHIEVEMENT MOTIVATION. International Journal of Management (IJM), 12(4). Oates, J., et al. (2017). Recognition and Reward for Hospital Consultants: Perceived Satisfaction. Journal of Health Organization and Management, 31(4), 392-405. Riaz, Z., Qadir, M., & Nawab, S. (2023). The Role of Transactional Leadership in Employee Performance: The Mediating Role Psychological Empowerment. Inverge Journal of Social Sciences, 2(2), 19–53. https://doi.org/10.1022/ijss.v2i2.23 Robinson, D., Perryman, S., & Hayday, S. (2004).The Drivers of Employee Engagement. Institute for Employment Studies. Saks, A. M. (2006).Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619. Schoen, C. (2020). The leadership paradox: Empowering employees by setting clear boundaries. Leadership & Organization Development Journal, 41(6), 765-780. Sexton, J. B., et al. (2006). The Safety Attitudes Questionnaire: Psychometric Properties, Benchmarking Data, and Emerging Research. BMC Health Services Research, 6, 44. Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. Shanafelt, T. D., et al. (2015). Burnout and Satisfaction with Work-Life Balance among US Physicians Relative to the General US Population. Archives of Internal Medicine, 172(18), 1377-1385. Spence Laschinger, H. K.,et al. (2012).A Multilevel Model of Organizational Justice, Psychological Empowerment, and Burnout. Journal of Nursing Administration, 42(4), 249-257. Van Bogaert, P., et al. (2014). Impact of Role Overload on the Professional Quality of Life of Hospital Nurses. Journal of Nursing Scholarship, 46(2), 143-153. Wagner, J. I., et al. (2019).Nurse Job Satisfaction and Engagement in the Middle East. Journal of Nursing Scholarship, 51(6), 667-676. Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
36
Rana, e.jisr, barbar Kamel, hijazi Bassam, and choughari. Radwan. "WOMEN LEADERS:THEIR IMPACT ON MANAGEMENT INNOVATION IN EDUCATIONAL FIRMS." January 24, 2019. https://doi.org/10.5281/zenodo.2576819.
Full textAbstract:
Different studies on management innovation ,such as managerial activities, structures or practices, find it can be a source of competitive advantage. The current article is a review of management innovation at the organization level and examines the role of women leaders as a key antecedent. Due to its important role within organizations, women transformational and transactional leaders have a positive impact on management innovation. To be more precise, we focus on women leaders and examine transformational and transactional leadership. Additionally, as contextual variables such as level of education of the women leaders, may influence the effect of both styles of leadership, and management innovation,we examine its moderating role.Findings reveal that transformational and transactional women leaders contribute to management innovation.
37
Holmes, Janet, and Meredith Marra. "Humor and leadership style." Humor - International Journal of Humor Research 19, no. 2 (2006). http://dx.doi.org/10.1515/humor.2006.006.
Full textAbstract:
AbstractDrawing on authentic workplace interactions, this paper examines the ways in which effective leaders use humor as a discursive resource to construct particular aspects of leadership style. The conventional wisdom in leadership studies suggests that humor is an important tool for “good” leaders who inspire and challenge their subordinates. The management studies literature suggests a basic distinction between a traditional transactional style, which is rule-driven and task focused, and a more favored transformational style, where leaders encourage creativity and innovation, and are characterized as inspirational. Using data collected in a range of New Zealand organizations, this paper explores and illustrates the wide range of functions served by humor, and the ways in which humor contributes to aspects of the construction of leadership styles. Our analysis supports recent proposals that many effective leaders combine aspects of both transactional and transformational styles of leadership.
38
Jagmohan Meena. "LIBRARY LEADERSHIP AND MANAGEMENT STYLES: A COMPARATIVE STUDY." ShodhKosh: Journal of Visual and Performing Arts 4, no. 2 (2023). http://dx.doi.org/10.29121/shodhkosh.v4.i2.2023.2194.
Full textAbstract:
This study explores various leadership and management styles employed by library leaders in academic, public, and special libraries. It examines how these styles influence the operational efficiency, staff motivation, decision-making processes, and overall performance of libraries. The study employs a comparative approach, analyzing different leadership theories such as transformational, transactional, and laissez-faire leadership. The research reveals that leadership styles significantly impact library culture, innovation, staff development, and service delivery. Recommendations are made for adopting leadership styles that best suit modern library challenges in the digital era.
39
Praneeth P and Pradeep M.D. "A REVIEW OFTHETRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL PERFORMANCE." EPRA International Journal of Economics, Business and Management Studies, June 11, 2023, 12–18. http://dx.doi.org/10.36713/epra17284.
Full textAbstract:
Organizational performance and expansion are greatly influenced by leadership, and competent management requires an awareness of the many leadership philosophies and implications. The effectiveness of organizations is examined in this study along with the link between transactional and transformational leadership styles. The purpose of transactional leadership is to preserve the status quo while using rewards and penalties to accomplish organizational objectives. This leadership style prioritizes performance, efficiency, and conformity to established procedures. It is mostly concerned with the exchange of rewards and performance objectives. The goal of transformational leadership, on the other hand, is to inspire and encourage followers to put aside their own interests and strive towards a common goal. Transformational leaders are endearing, support innovation and creativity, and cultivate a culture of loyalty and trust among their subordinates. Their goal is to establish a culture inside the company that fosters both professional and personal development. The study discovered that organizational change preparedness was predicted by transformational leadership behavior. Moreover, better productivity, morale, and teamwork may be achieved in organizations by combining transactional and transformational leadership styles. KEYWORDS: Transactional Leadership, Transactional Leadership, Motivation, Inspiration
40
Oyewole, Christianah. "Comparative Analysis of Leadership Styles in Knowledge Management: Insights from Knowledge-Intensive Organizations." International Journal of Multidisciplinary Research in Science, Engineering and Technology 06, no. 07 (2023). https://doi.org/10.15680/ijmrset.2023.0607048.
Full textAbstract:
This study examines the comparative effectiveness of transformational, transactional, and servant leadership styles in fostering knowledge-sharing behaviors and optimizing knowledge management (KM) in knowledge- intensive organizations (KIOs). Given the critical role of knowledge as an organizational asset, leadership is a key determinant in shaping KM effectiveness. Through a qualitative comparative approach, this research synthesizes existing literature to assess how different leadership styles influence KM practices, knowledge-sharing culture, and organizational competitiveness. Findings indicate that transformational leadership is the most effective in fostering an innovation-driven and collaborative knowledge-sharing environment. By emphasizing vision-setting, motivation, and trust-building, transformational leaders encourage knowledge exchange and drive organizational adaptability. Transactional leadership, while ensuring structured and compliance-driven KM practices, is less adaptable to dynamic knowledge environments. Servant leadership, which prioritizes psychological safety and trust-based knowledge-sharing, is effective in enhancing voluntary knowledge-sharing behaviors but may lack strategic direction in formalized KM settings. The study concludes that no single leadership style is universally superior for KM. Instead, a hybrid leadership approach, integrating transformational, transactional, and servant leadership elements, offers the most balanced strategy for fostering knowledge-sharing cultures. Practical recommendations include context-specific leadership training, overcoming KM barriers, and aligning leadership strategies with organizational knowledge goals. Future research should explore empirical case studies, hybrid leadership models, and the impact of digital KM transformations This research contributes to the growing discourse on leadership and KM, offering actionable insights for organizations seeking to enhance their knowledge assets, drive innovation, and sustain competitive advantage in knowledge-intensive industries.
41
Susanto, Okky Wahyudha Nur, Slamet Riyadi, and Abdul Halik Halik. "The Influence of Transformational and Transactional Leadership on Employee Performance with Discipline and Integrity as Intervening Variables at Telkom Group South Surabaya." International Journal of Social Science And Human Research 06, no. 01 (2023). http://dx.doi.org/10.47191/ijsshr/v6-i1-74.
Full textAbstract:
In a company, leaders and employees are two things that are interconnected with each other. Both have an impact on the company, both positive and negative impacts. A leader plays a very important role in the process of increasing and maintaining the discipline, integrity, and performance of an employee. A leader also needs to determine his leadership style in providing direction and changes to employee performance. This study aims to determine the effect of transformational and transactional leadership styles on performance with discipline and integrity as intervening variables. Transformational change is measured through individual consideration, inspirational motivation, intellectual stimulation. Transactional speed is measured through contingent reward, active management, passive management. Discipline is measured by example, waskat, and firmness. Integrity is measured through honesty, consistency, commitment. Performance is measured through the quality of work, responsibility, cooperation. The method used is quantitative with a sample taken of 110 employees of the Telkom Group South Surabaya. The data analysis technique uses the Structural Equation Modeling (SEM) method using IBM SPSS and AMOS version 24. The results of this study indicate that (1) transformational leadership has a significant effect on discipline, (2) transactional leadership has no significant effect on discipline, (3) transformational leadership has a significant effect on integrity, (4) transactional leadership has no significant effect on integrity, (5) transformational leadership has no significant effect on performance, (6) transactional leadership has a significant effect on performance, (7) discipline has a significant effect on performance, (8) integrity has a significant effect on performance.
42
Yongli, Han. "The Impact of Leadership Styles on Effective Education Management." Forum for Linguistic Studies 7, no. 2 (2025). https://doi.org/10.30564/fls.v7i2.7839.
Full textAbstract:
Leadership styles play a pivotal role in shaping the effectiveness of education management, influencing institutional policies, stakeholder engagement, and academic outcomes. Effective leadership is essential for navigating the complexities of modern educational environments, ensuring institutions can adapt to evolving challenges. This paper examines the impact of transformational, transactional, and distributed leadership approaches on the management of educational institutions. Transformational leadership fosters innovation and collaboration by inspiring stakeholders to achieve a shared vision, encouraging creativity, and cultivating a culture of continuous improvement. Transactional leadership, in contrast, focuses on structure and accountability, utilizing performance-based rewards to drive efficiency and maintain institutional stability. Distributed leadership promotes shared decision-making and resilience by empowering individuals at all levels of the organization, fostering a sense of collective responsibility. By integrating theoretical frameworks, real-world case studies, and evidence-based practices, this paper explores how these leadership styles address critical challenges in education management. These challenges include optimizing resource allocation, enhancing teacher professional development, implementing inclusive policies, and promoting equity among diverse student populations. The analysis underscores the importance of adaptive leadership strategies in improving institutional performance, fostering inclusive environments, and ensuring long-term sustainability. The paper concludes by offering actionable recommendations for education managers to adopt leadership models best suited to their institutional contexts. By aligning leadership approaches with organizational goals, education leaders can cultivate a culture of collaboration, innovation, and resilience, ensuring sustained success in a dynamic and ever-evolving educational landscape. Effective leadership is not just about authority but about meaningful change that benefits all stakeholders in education.
43
Pradeep Mamgain. "The Effect of Effective Leadership on a Building Project." Communications on Applied Nonlinear Analysis, April 24, 2025, 1111–20. https://doi.org/10.52783/cana.v32.5138.
Full textAbstract:
Leadership significantly influences project success through its impact on team motivation, dispute resolution, and strategic planning. Effective leadership ensures projects are completed on time, within budget, and meet quality standards, particularly in the dynamic and complex construction industry (Pinto, 2020). This study explores leadership's critical role in construction management, focusing on how communication strategies, decision-making processes, and leadership styles shape project outcomes. Tight timelines, budgetary limitations, safety issues, and stakeholder collaboration are some of the difficulties facing the construction industry. To successfully negotiate these challenges, strong leadership is necessary. According to Aga and Noorderhaven (2016), flexible leadership styles—such as transformational, servant, and transactional leadership—are emphasized for their capacity to adjust to the demands of individual projects and their favorable effects on project performance. Another essential element of leadership is effective decision-making, which empowers leaders to manage risks and uncertainties through inclusive and knowledgeable ways, encouraging innovation and support from stakeholders. To manage expectations, coordinate teams, and avoid misconceptions that could compromise the success of a project, clear communication is essential. Effective communicators foster unity toward common objectives, accountability, and trust. According to case studies and empirical data, servant leadership promotes a healthy workplace culture, whereas transformational leaders increase team engagement, creativity, and flexibility (Gartner & Demeester, 2014). Proactive leadership also plays a critical role in risk management, enabling early identification and mitigation of risks, reducing delays, and preventing cost overruns. By creating a culture of quality, innovation, and continuous improvement, effective leadership drives organizational growth, ensuring long-term stakeholder satisfaction and sustainable value generation.
44
Westover, Jonathan. "Enlisting Women as Informal Leaders of Cultural Change: Leveraging Untapped Potential for Positive Organizational Transformation." Human Capital Leadership Review 15, no. 4 (2024). https://doi.org/10.70175/hclreview.2020.15.4.4.
Full textAbstract:
This article examines the untapped potential of enlisting women as informal leaders to catalyze positive cultural change within organizations. While women often serve as influential mentors and advisors among colleagues, their informal leadership roles frequently go unrecognized by senior management focused on formal hierarchy. Through a review of relevant literature across disciplines like leadership, organizational behavior, diversity and inclusion, the article outlines an evidence-based framework for identifying key informal women leaders dispersed throughout companies. It then discusses strategies such as leveraging their diverse perspectives in strategic planning, empowering their leadership through mentorship, and addressing resistance to build momentum for cultural evolution initiatives. When intentional efforts are made to surface, engage, and activate these grassroots change agents, organizations possess a powerful mechanism for sparking bottom-up cultural shifts from within. Case study examples demonstrate how various organizations have realized transformational results by enlisting informal women leaders to advance goals like improved innovation, talent utilization, and business performance over the long run.
45
-, Sidney Kawimbe, and Pride Mulonga -. "An Evaluation of The Impact of Leadership Styles on the Performance of SMEs in Zambia: A Conceptual Perspective." International Journal For Multidisciplinary Research 6, no. 3 (2024). http://dx.doi.org/10.36948/ijfmr.2024.v06i03.19005.
Full textAbstract:
Small and Medium Enterprises (SMEs) contribute a significant portion to Zambia’s economy, playing vital roles in employment, revenue generation, and societal development. Despite their importance, SMEs in Zambia face challenges, including high failure rates attributed to ineffective management and unsuitable leadership. Leadership is crucial for organizational success, yet its impact on SME performance in Zambia remains underexplored. This research aims to assess the influence of leadership styles on Zambian SMEs' performance. The study is rooted in the understanding that effective leadership is essential for organizational success, particularly in SMEs facing dynamic and competitive environments. Drawing on existing literature, the research examines various leadership styles, including transformational, transactional, laissez-faire, and servant leadership. Leadership styles have significant implications for organizational performance. Transformational leadership inspires followers to surpass expectations and fosters innovation and employee motivation. Transactional leadership focuses on goal setting and rewards, ensuring compliance but may limit long-term growth. Laissez-faire leadership grants autonomy but risks organizational disorganization. Servant leadership prioritizes employee well-being, adaptability, and long-term sustainability, aligning closely with SME needs. The study suggests that servant leadership is particularly well-suited for managing Zambian SMEs due to its emphasis on employee engagement, adaptability, talent retention, organizational culture, and long-term sustainability. By fostering a supportive environment, empowering employees, and promoting a positive organizational culture, servant leaders can navigate the challenges faced by Zambian SMEs and nurture their growth and success. In conclusion, effective leadership is crucial for Zambian SMEs to thrive in today's competitive landscape. Servant leadership emerges as a promising approach for managing SMEs, offering a holistic framework that prioritizes employee well-being and organizational sustainability. Recommendations include fostering servant leadership practices among SME culture and contribute to Zambia’s economy.
46
Kumalo, Mampe, and Caren Brenda Scheepers. "Leadership of change in South Africa public sector turnarounds." Journal of Organizational Change Management ahead-of-print, ahead-of-print (2018). http://dx.doi.org/10.1108/jocm-04-2017-0142.
Full textAbstract:
PurposeOrganisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.Design/methodology/approachA total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.FindingsContrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.Practical implicationsThe findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.Originality/valueFour episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.
47
Jong, Jaehee. "The Role of Leader and Subordinate Gender in the Leadership–Empowerment Relationship." Public Personnel Management, March 13, 2023, 009102602311573. http://dx.doi.org/10.1177/00910260231157344.
Full textAbstract:
Building on prior research on leadership and gender, the current study explores whether leaders’ and subordinates’ genders influence the impact of leaders’ behaviors on subordinate attitudes. More specifically, this study identifies three moderator variables that might influence the relationship: gender congruence and gender combination between supervisor and subordinate and gender ratio (gender composite in a work unit). Using a sample of state government employees, the current study found that supervisors’ transformational leadership style was more likely to influence male subordinates’ feelings of psychological empowerment than female subordinates’ feelings of psychological empowerment, regardless of the supervisor’s gender and that the positive effect among male employees becomes weaker when they are in a work unit with more women. Ultimately, the findings from this study contribute to our knowledge base regarding leadership and gender, in general, and deepen our understanding of supervisor–subordinate gender dynamics and how these dynamics are associated with gender ratio in public sector organizations.
48
Juliana, Christina, Lindawati Gani, and Johnny Jermias. "Performance implications of misalignment among business strategy, leadership style, organizational culture and management accounting systems." International Journal of Ethics and Systems ahead-of-print, ahead-of-print (2021). http://dx.doi.org/10.1108/ijoes-02-2021-0033.
Full textAbstract:
Purpose The purpose of this study is to examine the performance consequences of misalignment among business strategy, organizational configurations and management accounting systems (MAS). Design/methodology/approach The authors conducted a questionnaire survey to collect data and test the hypotheses developed in this study. The authors sent the questionnaires to the accounting and finance managers of the manufacturing companies listed on the Indonesia Stock Exchange. The authors received 259 responses from a total of 579 questionnaires sent or a 44.73% response rate. This study excludes 36 responses for further analyzes due to incomplete responses (five responses) and responses from lower-level employees (31 responses). The remaining 223 responses are used for statistical analyzes. Findings This study hypothesizes and finds that misalignments among business strategy, leadership style, organizational culture and MAS are negatively associated with both financial and non-financial performance. Research limitations/implications The study has three limitations. First, the authors intentionally collect data from the manufacturing industry to minimize the effect of data heterogeneity. To improve the generalizability of the study, future research might consider using data from other industries. Second, the study measures business strategy based on respondents’ perception of their companies’ strategy using indicators representing either product differentiation or cost leadership strategy. Future studies might use different ways of measuring business strategy using more objective empirical proxies such as research and development expenditures or premium price capability. Finally, this study conducts a survey and measures all the variables in a single period. Future studies might use a longitudinal approach to investigate the evolution of companies’ strategies and their impact on leadership styles, organizational commitment and MAS. Practical implications The results of the study will help companies in their search for senior executives, in building their organizational culture and in implementing their MAS. The study suggests that product differentiation companies should search for transformational leaders that empower their subordinates to take initiative and encourage innovative ideas in performing their tasks. In regard to MAS, the results suggest that product differentiation companies should implement broad focus MAS that emphasize the balance between financial and non-financial factors. By contrast, cost leadership companies should search for transactional leaders who emphasize on completing tasks on hand effectively and efficiently. In regard to MAS, the findings suggest that cost leadership companies will benefit more from using narrow focus MAS such as formal planning and budgeting, variance analyzes and cost-volume-profit analyzes. Social implications The findings of the study suggest that product differentiation companies should build a flexible culture that encourages subordinates to take the risk and effectively manage opportunities and challenges through changes and innovation. Furthermore, cost leadership companies should build a controlled culture that promotes adherence to policies and procedures to minimize costs and increase efficiency. Originality/value This paper introduces to the management and accounting literature the concept of fit among competitive strategy, leadership style, organizational culture and MAS and uses the two-stage method proposed by Ittner and Larcker (2001) to measure the degree of misalignment among business strategy and its contextual variables and, in turn, examines the impacts of the misalignment on financial and non-financial performance.