Integrating Strategic Thinking and Transformational Leadership for NPD Idea Support Process

Kazmi, Syeda Asiya Zenab; Naarananoja, Marja; Wartsila, Juha Kytola

doi:10.1016/j.sbspro.2016.07.149

Cited by 13 publications

(10 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This shows that the application of emotional intelligence in any organization by a leader plays a vital role to be effective and efficient leader (Batool, 2013). Base from the IPMA analysis, in order to prepare the oranization towards industry 4.0, leaders must be specializing in strategic thinking as using strategic thinking allows analysis, exploration, knowledge and defining a complicated scenario and then developing planning actions to attain the best feasible effective effect towards a pre-defined purpose (Kazmi et al, 2016). Next, leader should also be focusing on general mood, as the blue ocean leadership style could raise employee emotion that could motivates them to achieve organizational vision.…”

Section: Resultsmentioning

confidence: 99%

“…From the importance performance matrix result, in order to transforms towards industry 4.0, it is suggested that organization should be focusing on strategic thinking and general mood. Strategic thinking would be important as by employing it would enables analysis, exploration, understanding and defining a complex situation (Kazmi, Naarananoja, & Wartsila, 2016). general mood, it includes skills such as the generation and belief of happiness and optimism, inclusive of the capacity to be satisfied with and enjoy one's life, to appearance on the brighter facet, and to keep a fine attitude within the face of adversity ( Bar-On & Parker, 2000).…”

Section: Importance Performance Matrix Analysis (Ipma)mentioning

confidence: 99%

See 1 more Smart Citation

Blue Ocean Leadership and Emotional Intelligence in Government Link Companies (GLCs): Preparing for Industry 4.0

2018

View full text Add to dashboard Cite

This research is carried out to examine the influences of blue ocean leadership styles on emotional intelligence. A stratified random sampling technique is used to identify the sample for this study. Questionnaire is distributed to 120 middle to top level leaders from the selected government link companies (GLCs) which is listed in the Government Link Transformation Programme (GLTP). A partial least square structural model (PLS-SEM) approach is used to analyses the data for this study. The findings indicate that there is a significant relationship between blue ocean leadership style and emotional intelligence. This study would give practical implications where it could inform leaders that they need to have high emotional intelligence in order to lead the organization. This study also contributes to new knowledge by pointing to the leadership role of accurate attributions, where each attribution can lead to enhancing leader effectiveness.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Importance Performance Matrix Analysis (Ipma)mentioning

confidence: 99%

Blue Ocean Leadership and Emotional Intelligence in Government Link Companies (GLCs): Preparing for Industry 4.0

2018

View full text Add to dashboard Cite

show abstract

“…An intelligent systems perspective that is a part of strategic thinking plays a crucial role in enhancing an organization's position in a highly competitive environment (Benito-Ostolaza and Sanchis-Llopis, 2014;Goldman et al, 2017). Further, the leadership role and strategic thinking perspective enhances an organization's innovation and will improve its performance (Elrehail et al, 2018;Kazmi et al, 2016). These two perspectives show that an organization using an intelligent systems perspective will be able to manage interactions with both the internal and external environments, which will improve the organization's productivity and, ultimately, its performance.…”

Section: High Performance Work Practicesmentioning

confidence: 99%

High performance work practices, organizational performance and strategic thinking

Alatailat

Elrehail

Emeagwali

2019

IJOA

View full text Add to dashboard Cite

Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires. Findings According to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance. Originality/value The authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.

show abstract

“…Transformational leadership is extremely important for their performance because it focuses on team members' inspiration, intellectual stimulation, and motivation (Boies, Fiset, & Gill, 2015;Aga, Noorderhayen, & Vallejo, 2016). In this light, many researchers examined teams' innovative behaviors and analyzed the effects of transformational leadership on team performance (Bai, Lin, & Li, 2016;Kazmi, Naarananoja, & Wartsila, 2016).…”

Section: Teams' Innovative Behaviormentioning

confidence: 99%

“…The study further emphasized that the sub-dimensions can be used separately to help reach a deeper understanding of transformational leadership behavior and its antecedents. Kazmi, Naarananoja, and Wartsila (2016) conducted research to find the relationship between new product development and transformational leadership in work locations of a European multinational company. Using correlation and regression analysis to find the results, the study found that the support given on new product development by management had a significant relationship with transformational leadership.…”

Section: Definitions Of Transformational Leadershipmentioning

confidence: 99%

Impact of leaders, team behaviors, and sense of community on innovation in conventional fashion and wearable technology product development teams

Raj¹

View full text Add to dashboard Cite

With the current historical moment's rapid growth in technology, many researchers thinks that the fashion industry is currently going through another major industrial revolution. Therefore, an examination of the product developments which can cross over and merge industrial boundaries is necessary to make sure that such disruption if happens brings better products to consumers through improved organizational behavior. To examine this in the context of the fashion and the wearable technology industries, this study examined the organizational behavior of product development teams in both of these spheres. To examine these relationships, data were collected from product developers in both the conventional fashion and wearable technology industries using an online survey. Well-validated scales of Cronbach's alpha higher than .6 were used to measure transformational leadership, sense of community, team learning behavior, and innovative work behavior. Structural Equation Modeling was used to examine the hypothesis and multigroup analysis was used to examine the group differences. As a result, the study had several major findings. Transformational leadership was found to have a significant and positive impact on innovative work behavior in wearable product development teams, and this was significantly higher in the wearable technology product development teams than the conventional fashion product development teams. The impact of transformational leadership on team learning behavior was not significant for any of the groups. This is one of the most important finding of this study. It helps in understanding that transformational leaders alone cannot bring collaboration among team members. The leaders ought to make an environment that helps to create a sense of community within the team, which then positively impacts the team learning behavior for both the teams. The collaborative behavior might or might not lead to innovative behavior, but in this study the relationship was positive and significant for both the groups. It was found that collaborative team learning behavior leads to innovative work behavior in product development teams. Therefore, construction and co-construction of knowledge, as well as constructive conflict within the teams, are highly essential for fostering idea generation, idea promotion, and idea realization in the product development phase. This study is one of the first studies to quantitatively examine the collaboration between product developers in the emerging field of wearable technology. It provides several important contributions to social capital theory, which was used as a theoretical framework. It was found that the structural dimension of social capital (which was achieved with the help of transformational leadership) impacts the relational dimension (which was achieved by sense of community), and both of these dimensions then positively affect the cognitive dimension of Social Capital (which was achieved by team learning behavior). The importance of social capital and the interplay between all these dimensions to achieve innovative work behavior empirically substantiates the importance of social capital in the conventional fashion and wearable technology domains. It also provides insights for product development managers who are either working in fashion or wearable technology or would like to crossover and adapt a more hybrid domain. Transformational leaders who encourage team members with individualized consideration, intellectual stimulation, and idealized behaviors inspired innovative work behavior among the team members. Fashion and WT product development teams need to have transformational leaders to encourage team members and push them to achieve more positive outcomes through innovative work behavior. A workshop or seminar showing these important traits and designing activities to train a leader how to foster them could be good strategies to develop transformational leadership skills. The findings will also benefit product developers for conventional fashion and wearable technology industries. The relationship between the constructs in this study can give them a deeper understanding of organizational behavior and management strategies, which are meant for increasing their team learning behavior and innovative work behavior. Further, the study has contributions for the education sector, as the workforce for product development must be trained effectively for the rapidly growing fashion discipline. The academic programs, which produce the workforce of this industry, should include modules on transformational leadership and train students how to function under and eventually become transformational leaders. Having a sense of community in the workplace was also found to be important. Therefore it is important to expand the comfort zone, to reach out and broaden the networks to understand those people who are from different academic backgrounds and with different tacit knowledge. This could be achieved in colleges and universities by taking part in events or projects from different disciplines. Professors are encouraged to plan such interdisciplinary events and projects where cognitively diverse team members participate in product development activities. This exposure will help them to understand people with different academic backgrounds and would eventually help in collaboration or team learning behavior.

show abstract

Integrating Strategic Thinking and Transformational Leadership for NPD Idea Support Process

Cited by 13 publications

References 37 publications

Blue Ocean Leadership and Emotional Intelligence in Government Link Companies (GLCs): Preparing for Industry 4.0

Blue Ocean Leadership and Emotional Intelligence in Government Link Companies (GLCs): Preparing for Industry 4.0

High performance work practices, organizational performance and strategic thinking

Impact of leaders, team behaviors, and sense of community on innovation in conventional fashion and wearable technology product development teams

Contact Info

Product

Resources

About