Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

The relationships between leader emotional intelligence, transformational leadership, and transactional leadership and job performance: A mediator model of trust

This study utilized the hierarchical linear model and trust as a mediator; designated leader emotional intelligence as a team-level dimension; and designated transformational leadership, transactional leadership, and trust in supervisor as individual-level dimensions. An analysis was performed to explore the relationships between these individual- and team-level variables and the job performance of real estate brokers, as well as the potential role of trust-oriented leadership as a mediator for the relationships between leader emotional intelligence, transformational leadership, and transactional leadership and individual job performance. The empirical results revealed that leader emotional intelligence, transformational leadership, and transactional leadership had direct, significant, and positive relationships with individual job performance. Furthermore, it was also discovered that, with trust in supervisor serving as a mediator, these three variables also had indirect, significant, and positive relationships with employee job performance.

Breaking down walls, building bridges: the importance of transformational leadership considering contextual and individual factors in resistance to change

Purpose

This study aims to analyze the role of trust in the leader as a contextual factor and the personality of the employee as an individual factor in the relationship between transformational leadership (TFL) and resistance to change (RC).

Design/methodology/approach

A total of 170 surveys were applied to employees in two organizations that had recently implemented a change. Using hierarchical regression and Hayes’ PROCESS macro, both direct and indirect relationships were analyzed.

Findings

The results show that TFL is negatively related to RC. Nevertheless, such a relationship is partially mediated by trust in the leader and moderated by two employee personality traits (openness and neuroticism), both of which strengthen the relationship. Similarly, employee’s openness to experience is negatively related to RC.

Originality/value

This research contributes to understand the relationship between leadership and RC, incorporating both contextual and individual factors, as literature has debated over whether resistant to change obeys to factors surrounding the employees, or within them. While this research contributes to this approach, its contributions extend beyond the leadership–resistance relationship to include indirect (mediation and moderation) relationships. Consideration of the moderating role of the employee’s personality in the effect of the leader’s behavior on the employee’s resistance, for instance, contributes to the development of a theoretical logic that helps to explain the leader–follower interaction and its effect on the follower’s attitudes and behaviors.

Linking transformational leadership with job satisfaction: the mediating roles of trust and team cohesiveness

Purpose

The study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.

Design/methodology/approach

The study employs a quantitative approach with 405 respondents as the samples. The respondents are teachers and staff of schools in East Java, Indonesia. The data are analyzed using partial least square (PLS).

Findings

Trust and team cohesiveness fully mediate the relationship between idealized influences on job satisfaction. Besides, idealized influence, inspirational motivation and individualized consideration directly affect job satisfaction.

Research limitations/implications

The relationship between transformational leadership and employee job satisfaction in educational institutions has been rarely explored. The study contributes to the literature on the role of trust and team cohesiveness in transmitting the effect of transformational leadership dimensions on job satisfaction of school employees.

Practical implications

To increase employee job satisfaction at schools, principals need to be highly concerned about trust in the leader–follower relationship. Therefore, principals are responsible for responding to the followers' needs and aspirations and caring for followers.

Originality/value

The significance of the result findings lies in the detailed model that transmits the direct and indirect effect of the transformational leadership dimensions on job satisfaction.

Mediating Role of Change Capability in the Relationship Between Transformational Leadership and Organizational Performance: An Empirical Research

Background

Improving organizational performance for firms in developing countries like Vietnam by huge investments in technological innovation is not feasible, because the majority of firms in these nations are small and medium size, with a lack of capital, resources, and R&D capabilities. Given the important role of change capability for organizational performance, the purpose of this paper is to investigate the impacts of transformational leadership (TL) on organizational performance via the mediating role of organizational change capability in cases of Vietnamese enterprise.

Methods

Based on the cross-sectional design method and empirical data, this study applied analysis of moment structures (AMOS) and structural equation modeling (SEM) to inspect the link between the latent variables in the proposal research model through the empirical data gathered from 302 participators in 125 Vietnamese firms.

Results

The findings of this study show the significant and positive influences of TL on organizational change capability and organizational performance. Importantly, organizational change capability significantly mediates the influence of TL on operational and financial performance.

Conclusion

This study contributes to filling the gaps in the literature and advancing the insights of how TL fosters specific aspects of change capability for improving two crucial components of organizational performance, namely operational and financial performance.

Transformational leadership: an antecedent for organizational effectiveness in Indian banks

Purpose

The purpose of this study is to empirically explore the connection between transformational leadership (TL) and organizational effectiveness (OE). Also, the paper looks at the mediating impact of employee innovative behaviour (EIB) and the moderating effect of knowledge sharing (KS) on the aforementioned association.

Design/methodology/approach

The respondents included 410 bank employees from North India. The mediating effect of EIB and moderating effect of KS was explored by plug-in for SPSS, PROCESS Macro (Hayes).

Findings

The investigation demonstrated that there exists a significant relationship between the constructs under examination. Further, it was seen that EIB mediated and KS moderated the connection between TL and OE.

Practical implications

Looking at the associations among TL, KS, EIB and OE can have significant implications for organizations. The considered framework as proposed can be used to outline organizational practices, to frame organizational policies and to build a pool of innovative employees who will in turn enhance OE.

Originality/value

The general comprehension of the associations among TL, KS, EIB and OE is insufficient in existing literature. This examination expands on past studies by examining the mediating role of the EIB and moderating role of KS between TL and OE. The present work is one of the rare attempts to investigate this nested association in the Indian context.

Middle manager capabilities and organisational performance: the mediating effect of organisational capacity for change

Purpose

This study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.

Design/methodology/approach

The proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.

Findings

The findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.

Originality/value

The authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.