Transformational and transactional leadership influence on knowledge management activities of librarians in university libraries in Nigeria

Ugwu, Cyprian I.; Okore, Augustine

doi:10.1177/0961000619880229

Cited by 18 publications

(20 citation statements)

References 56 publications

(95 reference statements)

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“…In the context of academia, studies on transactional leadership unveiled questionable findings its role in improving performance. Ugwu and Okore (2020) found a positive effect of transactional leadership on knowledge management. In contrast, Farrukh et al (2019) found that transactional leadership has a negative effect on intrapreneurial behaviour of academic staff of universities in Pakistan.…”

Section: Literature Reviewmentioning

confidence: 96%

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

Ambad

Kalimin

Damit

et al. 2021

LODJ

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PurposeThe purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.Design/methodology/approachA questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.FindingsThe results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.Research limitations/implicationsThis study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.Practical implicationsEmpowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).Originality/valueThe inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.

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Section: Literature Reviewmentioning

confidence: 96%

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

Ambad

Kalimin

Damit

et al. 2021

LODJ

View full text Add to dashboard Cite

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“…Leadership behaviors and characteristics have considerable influences on promoting or restricting a firm's capability of knowledge management. Numerous studies demonstrated the important role of TL in creating a supportive working climate and provides sufficient resources, which are conducive to KMC of an organization (Bass and Avolio, 2000; Choi et al , 2016; Xiao et al , 2017; Le and Lei, 2018; Ugwu and Okore, 2020). For example, Bass and Avolio (2000) supposed that transformational leaders' features (such as charisma, inspirational motivation and intellectual stimulation) positively encourage employees communicating and sharing knowledge with each other.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Regarding the relationship between TL and key elements of KMC, some scholars have demonstrated that TL behaviors are positively related to knowledge acquisition (Crawford, 2005), knowledge preservation and documentation (Nemanich and Vera, 2009), knowledge sharing (Le and Lei, 2018), knowledge creation (Birasnav et al , 2011) and knowledge application (Birasnav, 2013). Recently, Ugwu and Okore (2020) argued that TL is significant associations with some enablers of knowledge management activities such as organizational learning, emerging technologies and reward systems that encourage employees to share knowledge and create new knowledge. Their finding revealed a positive and significant influence of TL on knowledge management activities of academic librarians in university libraries in Nigeria.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Influence of transformational leadership and knowledge management on radical and incremental innovation: the moderating role of collaborative culture

Nguyen

Shen

2021

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PurposeThe purpose of this study is to explore the influence of transformational leadership (TL) on a firm's radical and incremental innovation. It also deepens the understanding of appropriate mechanisms and conditions to improve specific aspects of innovation by examining the mediating role of knowledge management capability (KMC) and moderating mechanism of collaborative culture.Design/methodology/approachThis study utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 365 participants in 86 manufacturing and service firms.FindingsThe findings indicate that TL induces greater effect on radical innovation compared to its effect on incremental innovation. The mediating role of KMC between TL and aspects of innovation capability is also supported. Especially, the influences of KMC on specific aspects of innovation capability are different and depend on the degree of collaborative culture in an organization.Research limitations/implicationsFuture research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight into specific roles of knowledge management's constituents in linking TL and innovation capability.Practical implicationsThe paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability by highlighting the important role of KMC and positive effects of collaborative climate in an organization.Originality/valueThe paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights into the mediating role of KMC and moderating effect of collaborative culture in the relationship between TL and specific dimensions of innovation capability.

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“…Consequently, this enhances the processes of employees' learning to regulate the knowledge flows in organizations (Camps & Rodríguez, 2011). The empirical evidence also displays that leadership affects the regulations of knowledge flows associating with the process of knowledge management such as acquisition, transfer, and application (Ugwu & Okore, 2020). Additionally, leadership affects organizational learning by advocating intellectual stimulation and motivating members' inspiration and self-confidence (Coad & Berry, 1998;García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012).…”

Section: Research Question 1: How Does Knowledge-oriented Leadership ...mentioning

confidence: 98%

Knowledge Management Capability and Innovativeness of Public Organizations: Examining the Moderating Roles of Social Capital and Creative Organizational Climate

et al. 2022

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The main objective of this study is to examine the moderating role of social capital on the relationship between knowledge-oriented leadership and knowledge management capability (KMC). Also, to explore the moderating role of creative organizational climate on the relationship between KMC and public organizational innovativeness is aimed. Structural equation modeling (SEM) was applied to analyze the survey data from 784 tax administrative organizations in Thailand to test the proposed hypotheses. The results presented that knowledge-oriented leadership positively influences KMC. Meanwhile, KMC positively affects public organizational innovativeness. For the moderating effect, the findings indicated that social capital positively moderates the relationship between knowledge-oriented leadership and KMC. Additionally, creative organizational climate positively moderates the relationship between the accumulation of knowledge stocks and organizational innovativeness. Surprisingly, creative organizational climate negatively moderates the relationship between the regulation of knowledge flows and organizational innovativeness. These empirical results provide some recommendations for executives of public organizations in recognizing how to appropriately play a leadership role for effective knowledge management. Simultaneously, they could support important internal factors such as social capital and creative organizational climate to enhance their knowledge management capability and organizational innovativeness.

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Transformational and transactional leadership influence on knowledge management activities of librarians in university libraries in Nigeria

Cited by 18 publications

References 56 publications

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

Influence of transformational leadership and knowledge management on radical and incremental innovation: the moderating role of collaborative culture

Knowledge Management Capability and Innovativeness of Public Organizations: Examining the Moderating Roles of Social Capital and Creative Organizational Climate

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