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Miao G, Chen G, Yao Y. Team pro-social rule breaking and team innovation performance: An information processing theory perspective. PLoS One 2024; 19:e0303800. [PMID: 38990921 PMCID: PMC11239028 DOI: 10.1371/journal.pone.0303800] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/02/2023] [Accepted: 04/30/2024] [Indexed: 07/13/2024] Open
Abstract
Exploring the antecedents that affect the team innovation performance can better promote the organization to research the potential factors to enhance the organizational innovation competitiveness. Drawing upon information processing theory, we develop a moderated mediation model to examine the relationship between team pro-social rule breaking and team innovation performance. A three-wave field study is constructed from two large manufacturing enterprises from 82 team leaders and their 382 subordinates in Shanghai, China. The results reveal that team pro-social rule breaking is positively related to team innovation performance through team reflexivity. In addition, the relationship between team pro-social rule breaking and team innovation performance via team reflexivity is positive only when team learning orientation is high. The implications, limitations, and future research directions of these findings are discussed.
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Affiliation(s)
- Guosen Miao
- Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, Hubei, China
- Party School of Anhui Provincial Committee of C.P.C., Hefei, Anhui, China
| | - Guoping Chen
- Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, Hubei, China
| | - Ying Yao
- Party School of Anhui Provincial Committee of C.P.C., Hefei, Anhui, China
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2
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Widianto S, Harsanto B, Arviansyah A. The link of universalism, transformational leadership, innovativeness, and leader effectiveness: a multivariate dataset. Front Psychol 2024; 14:1181844. [PMID: 38298361 PMCID: PMC10828007 DOI: 10.3389/fpsyg.2023.1181844] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/08/2023] [Accepted: 12/28/2023] [Indexed: 02/02/2024] Open
Affiliation(s)
- Sunu Widianto
- Department of Management and Business, Padjadjaran University, Bandung, Indonesia
| | - Budi Harsanto
- Department of Management and Business, Padjadjaran University, Bandung, Indonesia
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Cho CC, Kao RH. Developing sustainable workplace through leadership: Perspectives of transformational leadership and of organizational citizenship behavior. Front Psychol 2022; 13:924091. [PMID: 35959035 PMCID: PMC9360924 DOI: 10.3389/fpsyg.2022.924091] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/20/2022] [Accepted: 06/27/2022] [Indexed: 11/22/2022] Open
Abstract
The objective of this study was to investigate the leadership style of the supervisor to develop the organization's sustainable workplace of and the extra-role behavior of employees (i.e., OCB). An organizational context of the immigration officer is explored by using the data collected from a survey of 453 immigration officers from 26 immigration officer teams in Taiwan. This study has verified the transformational leadership and organizational commitment that they have positive effect on organizational citizenship behavior (OCB) of the immigration officers. Moreover, it showed that the organizational climate has a context effect on organizational commitment and OCB. Furthermore, the results of this study have shown that an aggregated transformational leadership has cross-level interactions on OCB. This study also found that the transformational leadership has strong effect on organizational commitment and OCB. This study adopts a cross-level study taking organizational environmental factors and cross-level interactions as research considerations. Because of the focus on group-level impact, the research methodology can apply the supervisor's leadership style and the organizational climate to measure whether the immigration officers have a high degree of organizational commitment and influence their OCB performance across levels. The organizational commitment of the immigration officers and their individual OCB performance could be improved by converging the organizational context effect of aggregated transformational leadership and organizational climate. This study found that the application of the transformational leadership is extremely helpful for an organization to develop sustainable workplace and extra-role behavior of employees.
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Kim BJ, Oh S, Kim TY, Park S, Kim TH. Dual-focused transformational leadership and individual creativity: moderating effects of team scout activity and individual perspective-taking. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.1080/09585192.2021.1900321] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/07/2023]
Affiliation(s)
- Byung-Jik Kim
- College of Business Administration, University of Ulsan, Ulsan, Korea
| | - Soojin Oh
- Smeal College of Business, Pennsylvania State University, University Park, PA, USA
| | - Tae-Yeol Kim
- Organizational Behavior and Human Resource Management Department, China Europe International Business School, Pudong, Shanghai, China
| | - Sungjin Park
- Management of Technology, Sungkyunkwan University, Suwon-si, Gyeonggi-do, Korea
| | - Tae-Hyun Kim
- College of Business, Korea Advanced Institute of Science and Technology, Seoul, Korea
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5
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A Preliminary Test of the Impact of De-Globalization on MNC Performance. MANAGEMENT AND ORGANIZATION REVIEW 2021. [DOI: 10.1017/mor.2021.20] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
ABSTRACTWe offer a preliminary examination of whether national and organizational level contexts amplify or reduce the effects of de-globalization on the performance of MNCs. Theoretically, we borrow ideas from both event system theory and institutional fit to propose a model explicating key dimensions of the relationship between de-globalization, national and organizational context, and MNC performance. We then test our ideas using data assembled from 283 MNCs in 20 countries. We find that while de-globalization has a negative effect on MNC performance, national and organizational level contextual endowments do moderate this relationship. We discuss some implications of our findings and highlight attendant limitations.
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Wang WT, Luo MC, Chang YM. Exploring the Relationship between Conflict Management and Transformational Leadership Behaviors for the Success of ERP Customization. INFORMATION SYSTEMS MANAGEMENT 2021. [DOI: 10.1080/10580530.2021.1913680] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Wei-Tsong Wang
- Department of Industrial and Information Management, National Cheng Kung University, Tainan Taiwan
| | - Mei-Chun Luo
- Department of Industrial and Information Management, National Cheng Kung University, Tainan Taiwan
| | - Yu-Ming Chang
- Department of Industrial and Information Management, National Cheng Kung University, Tainan Taiwan
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7
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Lu H, Li F. The Dual Effect of Transformational Leadership on Individual- and Team-Level Performance: The Mediational Roles of Motivational Processes. Front Psychol 2021; 12:606066. [PMID: 33815201 PMCID: PMC8009998 DOI: 10.3389/fpsyg.2021.606066] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/14/2020] [Accepted: 02/11/2021] [Indexed: 11/23/2022] Open
Abstract
Using matched four-stage data from 477 team members and their 132 team leaders in Chinese companies, we examined a cross-level model in which group- and individual-focused transformational leadership (TFL) and their influence on team and member performance from the perspective of multilevel model of motivation in teams. The results indicated that group-focused TFL exerts positive effects through sequential mediation of team efficacy and team process whereas individual-focused TFL has a positive effect on team members' performance through sequential mediation of followers' self-efficacy and individual regulation process. In addition, we also find significant cross-level mediation effects demonstrating that group-focused TFL was positively related to self-efficacy through the mediator of team efficacy, team efficacy was positively related to the individual regulation process through the mediator of the team process, team process was positively related to individual performance through the mediator of the individual regulation process. Theoretical and applied implications are discussed.
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Affiliation(s)
- Hairong Lu
- CAS Key Laboratory of Behavioral Science, Institute of Psychology, Chinese Academy of Sciences, Beijing, China.,Department of Psychology, University of Chinese Academy of Sciences, Beijing, China.,Department of Psychology, Education, and Child Studies, Erasmus University Rotterdam, Netherlands
| | - Feng Li
- CAS Key Laboratory of Behavioral Science, Institute of Psychology, Chinese Academy of Sciences, Beijing, China.,Department of Psychology, University of Chinese Academy of Sciences, Beijing, China
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8
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Leader information seeking, team performance and team innovation: Examining the roles of team reflexivity and cooperative outcome interdependence. Inf Process Manag 2020. [DOI: 10.1016/j.ipm.2020.102343] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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9
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Yu T, Gudergan S, Chen CF. Achieving employee efficiency–flexibility ambidexterity. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2020. [DOI: 10.1080/09585192.2018.1449762] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/16/2022]
Affiliation(s)
- Ting Yu
- Marketing, UNSW Business School, University of New South Wales, Sydney, Australia
| | - Siegfried Gudergan
- Newcastle Business School, University of Newcastle, Callaghan, Australia
- Waikato Management School, University of Waikato, Hamilton, New Zealand
| | - Ching-Fu Chen
- Department of Transportation & Communication Management Science, National Cheng Kung University, Tainan, Taiwan
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Bosselut G, Guilbert L, Chareyre L. Transformational leadership and creativity in sport: Examining the mediating role of support for innovation. J Sports Sci 2020; 38:2698-2707. [PMID: 32698662 DOI: 10.1080/02640414.2020.1796186] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Abstract
Understanding how and when transformational leadership is related to followers' perceptions is an important issue. The present study aims to investigate the potential mediating role of support for innovation in the relationship between transformational leadership and creativity in team sports. We also propose that players' team tenure could moderate this relationship. A cross-sectional design was used. Athletes (Nplayers = 447, Nteam = 45, Mage = 22.12; SD = 5.09) completed questionnaires assessing transformational leadership, support for innovation and creativity. Support for innovation mediated the positive relationship between inspirational motivation, intellectual stimulation and high-performance expectations as exogenous variables and creativity as a dependent variable. Moreover, the relationship between intellectual stimulation and creativity was significantly weaker when players' team tenure was high. The relationship between transformational leadership behaviours (inspirational motivation, intellectual stimulation, and high-performance expectations) and support for innovation was stronger when players' team tenure was low. The current study provides the first evidence of a relationship between transformational leadership and creativity through support for innovation in team sports. This study is also the first to have provided evidence of the role of players' team tenure in those mediational relationships. Theoretical and practical implications are discussed.
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Affiliation(s)
| | - Laure Guilbert
- Laboratoire Epsylon, Université Paul Valéry Montpellier , Montpellier, France
| | - Laura Chareyre
- Laboratoire Euromov, Univ. Montpellier , Montpellier, France
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Klaic A, Burtscher MJ, Jonas K. Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1111/joop.12316] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
| | - Michael Josef Burtscher
- Department of Psychology University of Zurich Switzerland
- School of Applied Psychology ZHAW Zurich Switzerland
| | - Klaus Jonas
- Department of Psychology University of Zurich Switzerland
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12
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Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2019.101341] [Citation(s) in RCA: 39] [Impact Index Per Article: 9.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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13
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Lee A, Legood A, Hughes D, Tian AW, Newman A, Knight C. Leadership, creativity and innovation: a meta-analytic review. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2019. [DOI: 10.1080/1359432x.2019.1661837] [Citation(s) in RCA: 46] [Impact Index Per Article: 9.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
- Allan Lee
- University of Exeter Business School, University of Exeter, Exeter, UK
| | - Alison Legood
- University of Exeter Business School, University of Exeter, Exeter, UK
| | - David Hughes
- Alliance Manchester Business School, University of Manchester, Manchester, UK
| | - Amy Wei Tian
- Curtin Business School, Curtin University, Perth, Australia
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Odoardi C, Battistelli A, Montani F, Peiró JM. Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation. REVISTA DE PSICOLOGÍA DEL TRABAJO Y DE LAS ORGANIZACIONES 2019. [DOI: 10.5093/jwop2019a12] [Citation(s) in RCA: 22] [Impact Index Per Article: 4.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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15
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Chang HT, Chou YJ, Miao MC, Liou JW. The effects of leadership style on service quality: enrichment or depletion of innovation behaviour and job standardisation. TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE 2019. [DOI: 10.1080/14783363.2019.1626708] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
- Huo-Tsan Chang
- Graduate Institute of Human Resource Management, National ChangHua University of Education, ChangHua City, Taiwan
| | - Yu-Jia Chou
- Graduate Institute of Human Resource Management, National ChangHua University of Education, ChangHua City, Taiwan
| | - Min-Chih Miao
- Department of International Business Administration, Chinese Culture University, Taipei, Taiwan
| | - Jia-Wen Liou
- Department of Marketing and Distribution Management, Ling Tung University, Taichung City, Taiwan
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Williams E, Woods JM, Hertelendy A, Kloepfer K. Supervisory influence. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2019. [DOI: 10.1108/jocm-10-2017-0373] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential.
Design/methodology/approach
Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression.
Findings
Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader).
Practical implications
Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors.
Social implications
Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting.
Originality/value
Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.
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Zhang W, Sun SL, Jiang Y, Zhang W. Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership. CREATIVITY RESEARCH JOURNAL 2019. [DOI: 10.1080/10400419.2019.1577649] [Citation(s) in RCA: 22] [Impact Index Per Article: 4.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
| | | | | | - Wenyao Zhang
- Qilu University of Technology (Shandong Academy of Sciences)
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18
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Eisenberg J, Post C, DiTomaso N. Team Dispersion and Performance: The Role of Team Communication and Transformational Leadership. SMALL GROUP RESEARCH 2019. [DOI: 10.1177/1046496419827376] [Citation(s) in RCA: 30] [Impact Index Per Article: 6.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader’s difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice.
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Chung DS, Li JM. Curvilinear effect of transformational leadership on innovative behavior among R&D teams in South Korea. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2018. [DOI: 10.1108/jocm-01-2017-0017] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this paper is to examine the potential consequences of transformational leadership on follower innovative behavior as well as to investigate the moderating effect of team learning on the relationship. It is argued that an excessive level of transformational leadership may even decrease the subordinates’ innovative behavior due to their negative emotions derived from the leadership, while an appropriate level of transformational leadership can positively influence innovative behavior. Furthermore, the situational factor of team learning, which reinforces the positive feelings of team members through their improved competency, can amplify the positive impact and diminish the negative impact of transformational leadership on innovative behavior.Design/methodology/approachData were collected from R&D teams of large- and mid-sized companies in Korean industries. Survey data from 307 team members and 51 team leaders from 51 project teams were tested using hierarchical linear modeling analysis. Team members evaluated the transformational leadership of their team leaders as well as the perceived level of learning in their teams, and team leaders evaluated the innovative behavior of their team members.FindingsMulti-level analysis confirmed a non-linear relationship (an inverted U shape) between transformational leadership of team leaders and innovative behavior of team members. It means innovative behavior was negatively related to excessive transformational leadership and positively related to a modest level of the leadership. Furthermore, statistical analysis confirmed the positive multi-level moderating effect of team learning.Research limitations/implicationsThe core dimension of transformational leadership, charisma, was the only measurement of the leadership in this study. Most South Korean companies adopted performance-based compensation systems and charisma is a prevailing leadership behavior at emerging market of the nation. As such, other dimensions of transformational leadership such as “individualized consideration” or “intellectual stimulation” are relatively neglected in most companies of South Korea. Future research needs to consider these other dimensions for the generalization in research.Practical implicationsLeaders in emerging markets, such as project team leaders or R&D team leaders, should avoid immoderate transformational leadership and should maintain a proper level of transformational leadership. The contemporary leaders also need to utilize team learning to maximize innovative behavior.Originality/valueThese findings illustrate the disadvantage of excessive transformational leadership and highlight the neutralization effect of team learning on the negative impact of the excessive leadership. Team learning has the potential to enhance members’ innovative behaviors, and it could moderate the perceptions of excessive transformational leadership.
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Klaic A, Burtscher MJ, Jonas K. Person-supervisor fit, needs-supplies fit, and team fit as mediators of the relationship between dual-focused transformational leadership and well-being in scientific teams. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1080/1359432x.2018.1502174] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
Affiliation(s)
- Anamarija Klaic
- Department of Psychology, University of Zurich, Zurich, Switzerland
| | | | - Klaus Jonas
- Department of Psychology, University of Zurich, Zurich, Switzerland
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21
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Reinforcing innovation through transformational leadership: mediating role of job satisfaction. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2018. [DOI: 10.1108/jocm-05-2017-0181] [Citation(s) in RCA: 23] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the direct role being played by transformational leadership (TL) dimensions in reinforcing product and service innovation. More particularly, the paper focusses on the role of job satisfaction (JS) as a mediator in this relationship.
Design/methodology/approach
A concurrent mixed methods technique was employed. The researcher surveyed 486 participants from three major telecoms companies that operate in Jordan to supply the society with mobile phones and internet services. In addition, 15 team leaders were interviewed for the same purpose.
Findings
The results of this paper support the positive direct impact of transformational leaders on both employees’ innovativeness and JS. In addition, JS was found to positively impact product and service innovation. Moreover, the results revealed that JS mediates the relationship between TL and innovation.
Research limitations/implications
Leaders are playing a direct and significant role in reinforcing product and service innovation in an interesting manner, especially through JS. Other styles of leadership, populations, and methods may create new perceptions in further research works.
Practical implications
The findings in this paper indicate that practising superior level of TL behaviours enhances overall JS, which, as a result, reinforces product and service innovation within employees in the Jordanian telecom sector. Superior outputs are achieved through such styles both for the firm as a whole towards innovative products and services, and similarly, for individuals within teams who involve in further innovative team climate.
Originality/value
These outcomes augment understanding of practises in which transformational leaders endorse innovation, and emphasise the values added through endorsing more TL behaviours to yield more innovative outputs by employees.
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How Does Transformational Leadership Promote Innovation in Construction? The Mediating Role of Innovation Climate and the Multilevel Moderation Role of Project Requirements. SUSTAINABILITY 2018. [DOI: 10.3390/su10051506] [Citation(s) in RCA: 31] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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PESSOA CIP, DIMAS ID, LOURENÇO PR, REBELO T. Liderança transformacional e a eficácia grupal: o papel mediador dos comportamentos de suporte. ESTUDOS DE PSICOLOGIA (CAMPINAS) 2018. [DOI: 10.1590/1982-02752018000100003] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/21/2022] Open
Abstract
Resumo O objetivo deste estudo foi analisar o papel mediador dos comportamentos de suporte na relação entre a liderança transformacional e quatro critérios da eficácia da equipe (designadamente, o desempenho, a viabilidade, a qualidade da experiência grupal e os processos de melhoria). Conduziu-se um estudo empírico com uma amostra composta por 653 participantes de 117 equipes de diferentes setores de atividade (e.g., indústria, proteção civil, consultoria), onde foram testadas as relações previstas. Os resultados mostraram um efeito direto positivo da liderança transformacional nos comportamentos de suporte, assim como dos comportamentos de suporte na eficácia da equipe (nomeadamente, no desempenho, na viabilidade, na qualidade da experiência grupal e nos processos de melhoria). Além disso, foi igualmente identificado um efeito mediador dos comportamentos de suporte na relação entre a liderança transformacional e os quatro critérios da eficácia da equipe. Implicações para a investigação, para a prática profissional e pistas para futuras pesquisas foram apresentadas.
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Wang J, Yang J, Xue Y. Subjective well-being, knowledge sharing and individual innovation behavior. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2017. [DOI: 10.1108/lodj-10-2015-0235] [Citation(s) in RCA: 57] [Impact Index Per Article: 8.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate the effect of subjective well-being on individual innovation behavior. The authors propose that such effect is mediated by knowledge sharing, and individual absorptive capacity moderates the relationship between knowledge sharing and innovation behavior.
Design/methodology/approach
A research model was developed. Survey data were based on a sample of 220 employees from 20 enterprises in China. Hierarchical multiple regression analyses and bootstrap approach were applied to test the research model.
Findings
Subjective well-being has significantly positive influence on individual innovation behavior, and this effect is mediated by knowledge sharing. Furthermore, absorptive capacity moderates the mediated relationships between subject well-being and individual innovation behavior via knowledge sharing.
Practical implications
This research sheds light on an effective role to promote individual innovation behavior in management practices. It suggests that harmonious atmosphere, communication platform, and well-established learning plans can be cultivated to enhance individual innovation ability.
Originality/value
This research discusses the antecedent of innovation behavior from the viewpoint of individual psychology, and identifies the different roles of knowledge sharing and absorptive capacity on individual innovation behavior.
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Berthoin Antal A, Debucquet G, Frémeaux S. When Top Management Leadership Matters: Insights From Artistic Interventions. JOURNAL OF MANAGEMENT INQUIRY 2017. [DOI: 10.1177/1056492617726393] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This article addresses how top management leadership behaviors matter in innovative interventions in organizations. A comparison of six cases of artistic interventions in four countries reveals that lack of visible top management support and sense-making orientation during and after the process resulted in little added value for the organization in three cases. Three other cases show various ways in which top management can legitimize such experimentation, from which more positive outcomes flowed at the individual and collective levels. The implications are counterintuitive because top management faces two sets of tensions in innovative processes: presence/absence and providing orientation/being open to learning. The article suggests ways that top managers can address these tensions, including by engaging in constellations of distributed leadership, for which this article proposes a new definition.
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Liu W, Mao J, Chen X. Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate. Front Psychol 2017; 8:1115. [PMID: 28713316 PMCID: PMC5492832 DOI: 10.3389/fpsyg.2017.01115] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/24/2017] [Accepted: 06/16/2017] [Indexed: 11/16/2022] Open
Abstract
Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.
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Affiliation(s)
- Wenxing Liu
- School of Business Administration, Zhongnan University of Economics and LawWuhan, China
| | - Jianghua Mao
- School of Business Administration, Zhongnan University of Economics and LawWuhan, China
| | - Xiao Chen
- School of Management, Huazhong University of Science and TechnologyWuhan, China
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Hassan MM, Bashir S, Abbas SM. The Impact of Project Managers’ Personality on Project Success in NGOs: The Mediating Role of Transformational Leadership. PROJECT MANAGEMENT JOURNAL 2017. [DOI: 10.1177/875697281704800206] [Citation(s) in RCA: 38] [Impact Index Per Article: 5.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This study examined the extent to which project managers’ personality determines project success through the mediating mechanism of transformational leadership. The context of the study was nongovernmental projects that focused on education and health. Data were collected from 170 project managers who were engaged in 10 different programs in various areas of Pakistan. Based on the post-positivism approach and a specific deductive design, the results of the study indicated that Extraversion, Agreeableness, and Openness to Experience were direct positive predictors of project success, whereas transformational leadership acted as a mediator of these relations. One of the personality dimensions (i.e., Conscientiousness) had only an indirect effect on project success through transformational leadership. No relation was found between Neuroticism and project success. The theoretical and practical implications for project management are also discussed.
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Affiliation(s)
| | - Sajid Bashir
- Capital University of Science & Technology, Islamabad, Pakistan
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Maltarich MA, Kukenberger M, Reilly G, Mathieu J. Conflict in Teams: Modeling Early and Late Conflict States and the Interactive Effects of Conflict Processes. GROUP & ORGANIZATION MANAGEMENT 2016. [DOI: 10.1177/1059601116681127] [Citation(s) in RCA: 34] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
We introduce a model of teams’ early and late conflict states, conflict processes, and performance. In a study of 529 individuals in 145 teams, we provide a theoretical framework and empirically test a series of hypotheses pertaining to the influence of conflict states, including task and relationship conflict, on performance, as well as the moderating effect of two conflict processes (cooperative and competitive management approaches). We address inconsistencies in the literature related to the effect of team conflict, specifically task conflict, within teams. Our results suggest that task conflict in the end of a team’s life cycle, like relationship conflict, can have a significant negative effect on performance, but only when teams’ conflict management approaches are competitive (rather than cooperative). We also provide evidence that conflict management approaches are affected by the type of conflict teams exhibit in their early life cycle stages. Thus, we present a study of how early levels of conflict types affect conflict management approaches, and how these approaches affect later levels of the conflict type/performance relationship. Our model suggests that conflict types and conflict management approaches should be modeled together to better understand team conflict.
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