The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing

Elrehail, Hamzah; Emeagwali, Okechukwu Lawrence; Alsaad, Abdallah; Alzghoul, Amro

doi:10.1016/j.tele.2017.09.018

Cited by 191 publications

(189 citation statements)

References 70 publications

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“…While the above findings naturally apply to organizations competing in highly competitive industries and markets, a second body of literature also represented in this volume reveals that the same can be said of organizations which operate in traditionally static or stable markets. In particular, this second but related body of literature found links between dynamic strategy approaches and organizational performance in traditionally static environments in line with the early postulations about the increasing levels of competitive rivalries currently being experienced by all types of industries by Schumpeter [1] and D'Aveni [2] as well as other prominent competitive dynamics scholars [10,17,[31][32][33][34][35][36][37].…”

Section: On Dynamic Strategiessupporting

confidence: 66%

“…A review of extant literature reveals that some key antecedents for succeeding in the face of increasing levels of industry competition irrespective of industry nature include the development and use of dynamic strategies, dynamic leadership and dynamic capabilities-including organizational learning capabilities through transactive memory systems and general knowledge management as well as dynamism in strategic decision making [14][15][16][17][18][19][20][21][22][23][24][25][26][27][28][29][30].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Introductory Chapter: Strategic Management - A Dynamic Approach

Emeagwali¹,

Aljuhamni²

2019

Strategic Management - A Dynamic View

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Section: On Dynamic Strategiessupporting

confidence: 66%

Section: Introductionmentioning

confidence: 99%

Introductory Chapter: Strategic Management - A Dynamic Approach

Emeagwali¹,

Aljuhamni²

2019

Strategic Management - A Dynamic View

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“…Product and process innovation -were operationalized with thirteen (13) items utilized by prior researchers (Elrehail et al, 2018;Škerlavaj et al, 2010).…”

Section: Demographic Informationmentioning

confidence: 99%

The effect of talent management on innovation: Evidence from Jordanian Banks

Ibrahim¹,

Alomari²

2020

10.5267/j.msl

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The concept of talent management has received great attention from scholars and practitioners. Despite this, there are few studies associated with the relationship between innovation and talent management. This study invokes human capital, McGregor's X and Y, social exchange and employee attraction theories to examine the link between talent management, product innovation, process innovation and marketing innovation. A questionnaire is developed to collect the data from the study sample consisted of (120) employees in top and middle management positions. Collated data is analyzed with variance-based structural equation modeling (PLS-SEM). Results from PLS-SEM suggest that talent management had a significant and positive impact on product, process and marketing innovations. Supplemental ANOVA analyses also reveal that organizational tenure was a strong determinant for talent management as well as product, process and marketing innovations.

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“…They were capacitated into the new world of management and interacted with other managers from various departments in strategic issues. Elrehail et al [54] affirmed that inclusion influences the accommodation of diverse needs and gives all the possibility of success, whatever the personal characteristics or social background.…”

Section: Transformation Is Inclusivementioning

confidence: 99%

Reflections of academic nurse leaders on transformational leadership styles utilised in nursing education institutions, South Africa

Mkhize

2019

JNEP

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Objective: The aim of this article is to reflect on the experiences of the nursing education leaders with transformational leadership styles, with the objective of describing such styles used by academic nurse leaders. Methods: The qualitative research adopted an explorative, descriptive and contextual design. The participants (N = 8) were purposively selected, based on their availability and number of years' experience as nursing education leaders, through an open invitation. Data was collected by means of in-depth individual interviews using a broad, central question, thereby allowing the participants to interpret the question and answer voluntarily. All tape-recorded interviews and field notes were transcribed verbatim and analysed using open coding of Tesch to identify themes and sub-themes. Results: The results reflected transformation was viewed differently by participants, and as challenging and inclusive. Participants reported that transformation was challenging due to the number of demands from policy makers for the implementation of unified curriculum reforms, which were student-centred, restructuring and rationalisation of fragmented nursing education institutions (NEIS) to one college (leadership and governance) and campuses (teaching and learning) per province in South Africa. Participants also reflected there were inadequate human and material resources supporting the implementation of policy directives. Participants revealed the transformation was inclusive, and the new policy framework for unified and seamless national education system should be adopted and implemented across all levels. The noticeable shared leadership was perceived as inclusive transformation. Participants verbalised that transformation made strides to ensure that integration of all categories of staff. Participants voiced strong views that team functioning, with a common goal to achieve transformation, was the vehicle for the success of nursing education institutions. Conclusions: The research revealed that transformational leadership was experienced differently by academic nurse leaders. These different views created awareness to review existing strategies in the implementation of transformation. Academic nurse leaders should explore alternative approaches to ensure transformation is fully embraced and hurdles are addressed collectively. The monitoring and evaluation of the transformation process is a recipe for a successful transformational leadership style.

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The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing

Cited by 191 publications

References 70 publications

Introductory Chapter: Strategic Management - A Dynamic Approach

Introductory Chapter: Strategic Management - A Dynamic Approach

The effect of talent management on innovation: Evidence from Jordanian Banks

Reflections of academic nurse leaders on transformational leadership styles utilised in nursing education institutions, South Africa

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