Transformational leadership, social capital and organizational innovation

Abstract

(2015),"Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing", Management Decision, Vol. 53 Iss 5 pp. 894-910 <a href="https://doi.org/10.1108/MD-07-2014-0464">https://doi.org/10.1108/MD-07-2014-0464</a> Access to this document was granted through an Emerald subscription provided by All users group For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach -Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings -Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications -Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value -The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms -internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

“…Although transformational leadership is known to positively impact innovation by transmitting through social capital [57], few researchers have tested different leadership styles and their impact within the different levels of social capital. In the project-based organization composed of many stakeholders, our findings support social capital as a significant predecessor in the improvement of innovation performance in the construction projects.…”

“…The leadership style is a combination of characteristics, skills and behavior that the managers uses to interact with employees [56]. Leaders manage and influence a vital part of the resources through social capital, though a few studies addressed the effects of transformational leadership and transactional leadership on social capital [57]. It is essential to study how different leadership styles leverage social capital to foster innovation.…”

The effect of ethical leadership on employee social innovation tendency in social enterprises: Mediating role of perceived social capital

“…Therefore, by investigating in particular ethical leadership in relation to the employees' innovation tendency, this study intends to augment the existing innovation literature and the body of work pertaining to the influence of ethical leadership on employee attitudes and behaviors. In addition, to explicate the impact of ethical leadership on the employee's innovation tendency, building on the pertinent literature the study proposes perceived social capital as a mediator in the ‘ethical leadership–employee social innovation tendency’ relationship. It thus seeks to respond to the calls of Brown and Treviño () and Mayer, Kuenzi, and Greenbaum () who have suggested exploring the underlying mechanisms through which ethical leadership affects subordinate outcomes. Innovation studies acknowledge the important role of social capital in fostering innovation in organizations (Chen, Zheng, Yang, & Bai, ; Eklinder‐Frick, Eriksson, & Hallén, ; Landry, Amara, & Lamari, ; Sanchez‐Famoso, Maseda, & Iturralde, ). However, it is important to study the role of employee perceptions of social capital in order to understand innovation at the individual employee level because the past theorizing on social capital upholds that the employees' perceived social capital can significantly influence their workplace attitudes and behaviors (Parzefall & Kuppelwieser, ).…”

“…However, it is important to study the role of employee perceptions of social capital in order to understand innovation at the individual employee level because the past theorizing on social capital upholds that the employees' perceived social capital can significantly influence their workplace attitudes and behaviors (Parzefall & Kuppelwieser, ). Also, although leadership impact studies have addressed the effect of leadership on social capital (Carmeli, Ben‐Hador, Waldman, & Rupp, ; Chen et al, ), the impact of ethical leadership on perceived social capital, and how ethical leaders encourage employee innovation through perceived social capital, have remained unexplored. Overall, by investigating specifically perceived social capital as mediator in the ‘ethical leadership–employee social innovation tendency’ relationship in the social enterprise, this study explores a significant influence path for social enterprise leadership in the pursuit of innovation.…”

“…(4) Innovation studies acknowledge the important role of social capital in fostering innovation in organizations (Chen, Zheng, Yang, & Bai, 2016;Eklinder-Frick, Eriksson, & Hallén, 2014;Landry, Amara, & Lamari, 2002;Sanchez-Famoso, Maseda, & Iturralde, 2014). However, it is important to study the role of employee perceptions of social capital in order to understand innovation at the individual employee level because the past theorizing on social capital upholds that the employees' perceived social capital can significantly influence their workplace attitudes and behaviors (Parzefall & Kuppelwieser, 2012).…”