Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

Abstract

PurposeThe purpose of the present study is to examine the direct impact of transformational leadership on non-family employee intrapreneurial behaviour and through a mediating role of corporate adaptive culture and psychological empowerment in family-owned firms.Design/methodology/approachThe study’s sample consisted of 368 key role non-family employees at 109 family export and import firms in the Ho Chi Minh City of Vietnam. The data is analysed using a partial least square–structural equation model (PLS-SEM).FindingsThis paper shows that transformational leadership had a positive and significant influence on non-family employee intrapreneurial behaviour directly and via adaptive corporate culture and psychological empowerment as a mediating influence mechanism.Practical implicationsFamily-owned firms might balance the need to maintain traditional core values and requires innovation through the development of human capital with non-family employee intrapreneurship.Originality/valueThis paper grants a unique approach to studying intrapreneurial behaviour in the context of the family-owned business.

Spiritual leadership and corporate social entrepreneurial orientation: the mediating role of workplace spirituality

“…The list of correspondents was provided by the human resource and administration department heads who have approved participation in the study. Employees were invited to participate voluntarily and were advised that their responses would remain anonymous and confidential (Giang and Dung, 2021). Additionally, the author adhered strictly to the principles and guidelines governing the protection of research participants (Smith, 2003).…”

Adapt or Perish ! A Systematic Review of the Literature on Strategic Renewal and the Family Firm

“…The second group of empirical studies comprises those studies that apply quantitative methodologies (9 studies). All of the studies included in this group are based on primary information reached via questionnaires (Au et al, 2018;Cucculelli et al, 2016;Giang & Dung, 2021;Huynh, 2021;Issah et al, 2023;Luu, 2022;Pé-rez-Pérez et al, 2019;Pérez-Pérez & Hernández-Linares, 2020;Weimann et al, 2021). In some cases, the survey data are complemented with data retrieved from a secondary database (e.g., Cucculelli et al, 2016;Pérez-Pérez et al, 2019;Pérez-Pérez & Hernández-Linares, 2020).…”

“…Further, all quantitative studies are cross-sectional studies. In terms of methodologies used for the data analysis, a 44.44% of quantitative studies performed regression analysis (Au et al, 2018;Cucculelli et al, 2016;Issah et al, 2023;Weimann et al, 2021), another 44,44% used structural equations modelling, in all cases by using the Partial Least Squares software (Giang & Dung, 2021;Huynh, 2021;Luu, 2022;Pérez-Pérez & Hernández-Linares, 2020) and the last 11.11% used two-step cluster analysis (Pérez-Pérez et al, 2019).…”

“…Regarding sample diversity (see Table 3), only Au et al (2018) and Issah et al (2023), have researched firms from more than one country, 26 and 69 countries respectively. In the case of Issah et al (2023), they used data from a global survey conducted by the Successful Transgenerational Entrepreneurship Practices (STEP) global consortium, which is an independent association with members from universities around the world.The remaining empirical papers have researched firms from only one country, with Finland (Sievinen et al, 2020a(Sievinen et al, , 2020b(Sievinen et al, , 2020c, Italy (Cucculelli et al, 2016;Di Toma, 2012;Lionzo & Rossignoli, 2013) and Vietnam (Giang & Dung, 2021;Huynh, 2021;Luu, 2022) being the most researched countries (with 16.67% of empirical studies studying each country), followed Spain (Pérez-Pérez et al, 2019; Pérez-Pérez & Hernández-Linares, 2020), researched by the 11.11% of the studies included in our literature review. Other countries researched are Germany (Weimann et al, 2021), Hungary (Németh et al, 2017), Indonesia (Anggadwita et al, 2022), Tunisia (Mzid et al, 2019), and United Kingdom (Jones et al, 2013).…”

The Mediating Effect of Psychological Empowerment on the Relationship between Transformational Leadership and Staff Retention in Microfinance Institutions in Kenya

“…The conceptual and empirical literature reviewed in this study show that staff retention is a function of transformational leadership deployed in an institution, psychological empowerment developed in staff by the leaders, staff satisfaction level and organizational commitment of staff towards the organization among other antecedents. There are many studies that have explored the influence of transformational leadership on psychological empowerment (AlKindy & Magd, 2021;Giang & Dung, 2021;Saira et al, 2021), while others have examined the relationship between transformational leadership and staff retention (Judeh & Abou-moghli, 2019;Tian et al, 2020), as well as psychological empowerment and staff retention (Panda & Sahoo, 2021), but these constructs have been studied disjointedly.…”