Transformational leadership and work unit innovation: A dyadic two-wave investigation

Sheehan, Maura; Garavan, Thomas N.; Morley, Michael J.

doi:10.1016/j.jbusres.2019.10.072

Cited by 58 publications

(63 citation statements)

References 76 publications

(66 reference statements)

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“…Previous research studies show the positive linkage of transformational leadership and performance (e.g. Kammerhoff et al, 2019;Sheehan et al, 2020). The result therefore highlights the importance of transformational leadership to support volunteers.…”

Section: Discussionsupporting

confidence: 51%

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Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

Chan

2020

JMD

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PurposeThe purpose of this study was to determine whether self-efficacy is a key mediator of the relationship between transformational leadership and volunteers' performance, based on intrinsic motivation theory. The study extended the literature on self-efficacy to transformational leadership in non-formal voluntary service education.Design/methodology/approachOne hundred and seventy-eight scouts and scout leaders were sampled from a Hong Kong voluntary service organization that involved volunteers in the process of non-formal education.FindingsTransformational leadership was positively associated with the volunteers' performance. In addition, self-efficacy mediated the relationship between transformational leadership and volunteers' performance.Originality/valueThe study thus yielded novel insights for management development into the relationship between transformational leadership and volunteers' performance, suggesting that self-efficacy mediates this relationship for volunteers in non-formal voluntary service education.

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Section: Discussionsupporting

confidence: 51%

“…Transformational leadership has posted a positive sign on individuals' job satisfaction, innovation, motivation and performance (e.g. Howell and Hall-Merenda, 1999;Sheehan et al, 2020).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

Chan

2020

JMD

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“…The potential for TL to play a significant role in the achievement of organizational performance through support of HRD appears to be a growing theme in the existing HRD literature (Crane & Hartwell, 2018; Gillet & Vandenberghe, 2014; Han, Seo, Li, & Yoon, 2016; Jeong et al, 2016; Kim & Kim, 2017; Park, Song, Yoon, & Kim, 2013; Sheehan, Garavan, & Moreley, 2020). However, despite marked increases in TL‐related research and publications overall, TL has rarely been examined empirically in relation to either HRD or measured organizational performance outcomes.…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

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This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

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“…Additionally, we examined the intervening influence of absorptive capacity (potential and realized) between the relationship of leadership (TFL and TSL) and firms' innovative performance. Secondly, the present study overcomes the gaps suggested by earlier researchers; there is a need to explore the effect of TFL and TSL, on the innovation process of products (Al-Husseini et al, 2019;Sheehan et al, 2020), with mediating mechanisms (Sheehan et al, 2020). This study added contributions within the context of the developing economy such as Pakistan.…”

Section: Introductionmentioning

confidence: 87%

Leadership Styles and Firms’ Innovation, Mediating Role of Absorptive Capacity: Empirical Evidence from Emerging Economy

Mushtaq

Chughtai

Lashari³

2021

MERJ

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This study contends explicitly that leadership styles (transformational and transactional) are positioned as a pylon for firms’ innovation performance. Further, this study contemplates the intermediating inspiration of absorptive capacity (potential and realized) linking leadership styles (transformational and transactional) and firms’ innovation. Data was collected from 301 permanent employees working in Pakistani manufacturing firms (food and tobacco) through the self-administered questionnaires to test the proposed hypothesis of this study. The study's findings demonstrate a positive influence of leadership styles (transformational and transactional) on the firm's innovative performance. Moreover, both absorptive capacity dimensions (potential and realized) mediate the relationship between leadership styles (transformational and transactional) and innovative performance. This study demonstrates that both leadership styles (transformational and transactional)provide phenomenal path routes to augment firms’ innovation. Overall, this study contributed a legitimate illustration of leadership styles strengthening firms’ innovation, specifically transactional leadership style, encouraging results within the developing economy perspective.

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Transformational leadership and work unit innovation: A dyadic two-wave investigation

Cited by 58 publications

References 76 publications

Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Leadership Styles and Firms’ Innovation, Mediating Role of Absorptive Capacity: Empirical Evidence from Emerging Economy

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