The Impact of Leadership Longevity on Innovation in a Religious Organization

Fritz, David A.; Ibrahim, Nabil A.

doi:10.1007/s10551-010-0460-y

Cited by 11 publications

(7 citation statements)

References 41 publications

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“…A number of studies have shown that individuals' demographic characteristics represent a major antecedent of organizational innovation (Fritz and Ibrahim, 2010). Al-Azimi (2006) found that public sector employees in Saudi Arabia with lower levels of education but with more experience reported higher levels of innovation compared with their counterparts.…”

Section: Transformational Leadership and Innovationmentioning

confidence: 99%

“…Recently, there has been significant attention on examining the influence of transformational leadership on innovation in organizations. The impact of organizational leaders has attracted attention from organizational researchers (Fritz and Ibrahim, 2010). Due to their prominent positions within organizations, top leaders are uniquely capable of recognizing environmental trends and changes for initiating innovative measures to achieve organizational effectiveness (Elenkov et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

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The impact of transformational leadership style on innovation as perceived by public employees in Jordan

Nusair

Ababneh

Bae

2012

International Journal of Commerce and Management

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Purpose -The purpose of this empirical study is to provide a deeper understanding of how transformational leadership relates to followers' innovative behavior in the Jordanian public sector. Design/methodology/approach -Perceptual data were collected from 358 employees working in different public sector organizations located in the Northern region of Jordan. Findings -Results demonstrate that transformational leadership accounted for 47 percent in the variation of followers' innovative behavior in the Jordanian public sector. Additionally, the findings showed that place of work variable had significant impact on the attitudes of the respondents toward the transformational leadership behavior of their managers and their innovative behavior. Practical implications -Organizations should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Originality/value -The paper is one of the first to investigate the relationship between transformational leadership and followers' innovative behavior in developing countries.

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Section: Transformational Leadership and Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The impact of transformational leadership style on innovation as perceived by public employees in Jordan

Nusair

Ababneh

Bae

2012

International Journal of Commerce and Management

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“…However, the investigation of these phenomena in developing countries suffers from a lack of research (Al-Nasani, 2008; Suifan and Al-Janini, 2017). Therefore, it is highly recommended to extend this research to developing countries (Fritz and Ibrahim, 2010;Khan et al, 2012;Qabool and Jalees, 2017). Lebanon, as one of the Arab and developing countries is a valuable model/sample.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Transformational Leadership and Innovation at the Lebanese Banking Industry

Sherine¹,

Nasser²,

Mostapha³

2019

IJEBA

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Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.

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“…The effects of transformational and change leadership on employees' commitment to change. They contended that future research should look at the linkage between other leadership theories and change success when employees make decisions about how hard they will work to implement a change [9]. The leadership and organizational change literature by exploring the relationship between manager's leadership competencies and the likelihood they will emphasize the different activities involved with effective change implementation.…”

Section: B Change Leadershipmentioning

confidence: 99%

Perceived Change Leadership: Employees vs. Directors

Mangundjaya¹,

Wulandari²

2019

Proceedings of the International Conference of Ethics on Business, Economics, and Social Science (ICEBESS 2018)

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Nowadays with the very tight competition, every organization must survive and adapt with the change happens in the environment. However, not every organizational change program was successful; researches showed that there is even more than 50% organizational change not succeeded. The role of leaders in the success of organizational change is very significant. However, the research's result about the part of the leader in a commitment to change is still not consistent, some of the studies stated that there is a direct impact and others are not. To further identify the role of leader and found the specific characteristics of change leader that is expected by the employees, as well as by the perceptions of the directors, grounded research conducted to identify the concept of perceived change leadership. In this regard what did employees think about the characteristics of change leadership that need to be there to develop the positive reaction toward change? This study is conducted using a qualitative approach, with 32 participants from two groups (employees and Directors), using focus group discussion and in-depth interview for data collections. Research showed that there are 4 (four) types of roles of change leader namely: (a) change pioneer; (b) change enabler; (c) caretaker and (d) coach. However, the characteristics behavior from each group is slightly different.

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The Impact of Leadership Longevity on Innovation in a Religious Organization

Abstract: leadership, innovation, not-for-profit, religious organizations, empirical study,

Cited by 11 publications

References 41 publications

The impact of transformational leadership style on innovation as perceived by public employees in Jordan

The impact of transformational leadership style on innovation as perceived by public employees in Jordan

Transformational Leadership and Innovation at the Lebanese Banking Industry

Perceived Change Leadership: Employees vs. Directors

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