Transformational leadership, trusting climate, and knowledge-exchange behaviors in Taiwan

Shih, Hsi An; Chiang, Yun Hwa; Chen, Tso Jen

doi:10.1080/09585192.2011.639546

Cited by 50 publications

(57 citation statements)

References 43 publications

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“…They can thus encourage executives to pursue a high-level vision and goals, which can promote psychological empowerment, develop a collective identity, and foster mutual trust (Jung & Sosik, 2002). Inspirational motivation shows that transformational CEOs are supportive and eager to coach and assist executives in addressing the challenges they face (Podsakoff, MacKenzie, Moorman, & Fetter, 1990), making it easier for CEOs to promote TMT trust Shih et al, 2012). Inspirational CEOs also can consolidate TMT members' Btrust-related schemas (i.e., shared mental models regarding the trustworthiness of the team)^ (Braun et al, 2013: 273).…”

Section: Ceo Transformational Leadership and Tmt Trust Climatementioning

confidence: 97%

“…A trust climate is a supportive source of cognitive exchanges (Wood & Bandura, 1989) and knowledge transfer behaviors (Shih et al, 2012), which can foster social persuasion and help mobilize executives' intellectual resources in order to perform well in competitive engagements (Chen et al, 2010;Lau & Liden, 2008). TMT trust climate also can promote an organization's ability Bto reap the value added produced by teamwork, synergy, and the development of valuable organizational capabilities ( Jones & George, 1998: 342), and thus advance firm performance.…”

Section: Ceo Transformational Leadership and Tmt Trust Climatementioning

confidence: 97%

“…At the team level, research has revealed that TFL can promote team outcomes through its influence on team psychological states, such as climate (Braun et al, 2013;Eisenbeiss et al, 2008;Sun et al, 2014) and potency (Schaubroeck, Lam, & Cha, 2007), and team processes, such as conflict (Zhang et al, 2011) and structure (Keller, 2006). At the organizational level, transformational CEOs can produce positive effects on performance outcomes by fostering a supportive organizational climate (Liao & Chuang, 2007;Shih et al, 2012), or by exerting an influence on lower-level managers and employees (Waldman & Yammarino, 1999). Transformational CEOs can also exercise direct leadership on their TMTs by promoting goal congruence and integration, and thus advance firm-level outcomes (Colbert et al, 2008;Ling et al, 2008b;Wang et al, 2011).…”

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confidence: 97%

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CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism

2016

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This study examines the role of top management team (TMT) trust climate in the relationship between CEO transformational leadership (TFL) and firm performance under dynamic environments. The research results based on a sample collected from firms in Vietnam show that TMT trust climate is a key mediator which can convert CEO TFL into better performance outcomes. Moderated-mediation analyses further reveal that the mediating effect of TMT trust climate is more significant in less dynamic environments. Our study contributes to the TFL theory by identifying a critical mechanism that intervenes in the relationship between CEO-level TFL and firm performance. We reveal how CEOs exert leadership influence on subsequent TMT dynamics and performance outcomes by navigating external environments. Moreover, our study offers insights with regard to the trust theory by uncovering TMT-level intragroup trust as a mediator, and thus complements most of prior examinations that focus on the moderating role of trust in workplace team contexts.

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Section: Ceo Transformational Leadership and Tmt Trust Climatementioning

confidence: 97%

Section: Ceo Transformational Leadership and Tmt Trust Climatementioning

confidence: 97%

mentioning

confidence: 97%

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CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism

2016

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“…En la misma dirección existen autores que afirman que el liderazgo transformacional promueve un clima que incrementa la intención de compartir conocimiento (Liu & DeFrank, 2013) y la conducta de compartir conocimiento (Shih, Chiang & Chen, 2012). Carmeli, et al (2011), señalan en su estudio en empresas de Israel, que los cargos de alto nivel tienden a no compartir con facilidad su conocimiento en el sitio de trabajo, lo cual se explica parcialmente por temor a perder control.…”

Section: Relación Entre Liderazgo Transformacional-transaccional Y Elunclassified

Relación entre liderazgo transformacional y transaccional con la conducta de compartir conocimiento en dos empresas de servicios.

Gamba

Zapata

2015

Acta. Colomb. Psicol.

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ResumenEl objetivo fue describir la relación entre el liderazgo transformacional-transaccional del líder con la conducta de compartir conocimiento de los colaboradores. Utilizando un diseño descriptivo-correlacional con análisis regresional y un muestreo incidental, se valoraron 150 trabajadores de dos empresas de Bogotá: 14 líderes y 136 colaboradores. Los instrumentos aplicados fueron el Multifactor Leadership Questionarie de Bass & Avolio adaptado por Vega & Zavala (2004) y la escala de Compartir Conocimiento de Castañeda (2010). El análisis estadístico se realizó con el paquete estadístico IBM-SPSS STATISTIC 20,0. Entre los líderes se encontró que el 43% se caracteriza por un liderazgo de baja efectividad (bajo nivel transformacional y transaccional) y el 40%, por un liderazgo de rango completo (alto nivel transformacional y transaccional). En los colaboradores, el compartir conocimiento puntuó entre 4,3 y 5,4/6,0; sobresale compartir experiencias e ideas y, en menor nivel, compartir documentos y conocimientos. Desde la perspectiva de los jefes, el liderazgo transaccional correlacionó significativamente (r=0,63; p=0,01) con compartir conocimiento, pero esta conducta no correlacionó con el liderazgo transformacional (r=0,39; p=0,084). En los colaboradores, el liderazgo transformacional y el transaccional mostraron una relación significativa con compartir conocimiento (r=0,29; p<0,001; r=0,26; p=0,001, respectivamente). Se concluyó que en los líderes, el liderazgo transaccional se relaciona con la conducta de compartir conocimiento, y las recompensas tienen un rol importante. No se confirmó la relación entre liderazgo transformacional y la conducta de compartir conocimiento, pero ésta si se da en los colaboradores. Se sugiere a la cultura organizacional como variable mediadora en la relación entre liderazgo transformacional y compartir conocimiento. Palabras clave: liderazgo transformacional, liderazgo transaccional, compartir conocimiento, gestión del conocimiento RELATIONSHIP BETWEEN TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP AND THE SHARING OF KNOWLEDGE IN TWO SERVICE ORGANIZATIONS AbstractThe purpose of this paper was to study the relationship between transformational and transactional leadership and the sharing of knowledge. A descriptive correlational design with regression analysis and a casual sampling method were used. The sample comprised 150 employees from two companies in the city of Bogotá, .D.C., Colombia, of which 14 were leaders and 136 were collaborators. Instruments used were the Multi-factor Leadership Questionnaire developed by Bass and Avolio (2000) and adapted by Vega & Zavala (2004), and the Escala de Compartir Conocimiento [Sharing Knowledge Scale] developed by Castañeda (2010). Statistical analysis was performed with IBM-SPSS STATISTIC 20.0. Among leaders it was found that 43% of them are characterized by a low effectiveness leadership (low transformational and transactional) and 40% of them show a full range leadership (high transformational and transactional). Among collaborators,...

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“…The coach -170-Intangible Capital -http://dx.doi.org/10.3926/ic.586 must be willing and able to share information with the coachee and must be ready to dedicate the time that the process demands. For the process to proceed correctly, the relationship between the coach and coachee must be based on trust, consistent with the organisational climate, as highlighted by Shih, Chiang and Chen (2012). Success can also be influenced by other factors, such as the type of personal relationship that the coach and coachee establish and the harmony, connection and affinity between them (Hodgetts, 2002;Wanberg, Welsh & Hezlett, 2003).…”

Section: Process Implementationmentioning

confidence: 99%

The effects of coaching in employees and organizational performance: The Spanish Case

Utrilla

Grande

Lorenzo

2015

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Purpose: The expansion of coaching in firms reflects its potential use as a tool to improve the development of human capital and of the firm itself. Nevertheless, research into the effects of coaching is lagging some way behind practice and there is a need to establish a theoretical framework capable of explaining how the coaching process proceeds and its outcomes. The goal of this research is to analyze the effects of coaching in both, employees development, and organizational performance. Thus, we extend Joo's (2005) conceptual model by adding social exchange theory and the resource-based view, so as to to develop a model that allow us to investigate coaching.Design/methodology/approach: We test our model on a sample of 498 Spanish firms. The hypotheses were analyzed using structural equations modeling. Findings:Our results confirm that coaching has an influence on both individual performance and organizational performance indicators. Besides, social exchange theory and the resource-based view, are a proper frameworks so as to study the effects of coaching. Practical implications:Coaching also helps firms to improve their competitive position. maximise benefits and minimise costs. We highlight several tips for practitioners in order to develop properly coaching processes.-166-Intangible Capital -http://dx.doi.org/10.3926/ic.586 Originality/value: Coaching helps firms improve their competitive position via effects on organisational performance, sales increases and productivity growth.

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Transformational leadership, trusting climate, and knowledge-exchange behaviors in Taiwan

Cited by 50 publications

References 43 publications

CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism

CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism

Relación entre liderazgo transformacional y transaccional con la conducta de compartir conocimiento en dos empresas de servicios.

The effects of coaching in employees and organizational performance: The Spanish Case

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