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The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance

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... Research has also identified positive relationships between TL and (work) engagement (e.g., Kovjanic, Schuh, & Jonas, 2013;Ng, 2017;Zhu, Avolio, & Walumbwa, 2009), TL and organizational identification (for TL, Boehm, Dwertmann, Bruch, & Shamir, 2015;Kark et al., 2003;Ng, 2017;Walumbwa et al., 2008) and, finally, TL and employee turnover intentions (Tse, Huang, & Lam, 2013;Waldman et al., 2015). ...
... Social identification theory (Bartram et al., 2014) Social identification theory (Boehm et al., 2015;Kark et al., 2003;Walumbwa et al., 2008) Effects on selftranscendence (Leroy et al., 2018) Work engagement Schaufeli and Bakker (2004) defined work engagement as "a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption" (p. 295). ...
... Much research has found TL positively related to organizational identification (Boehm et al., 2015;Kark et al., 2003;Ng, 2017;Walumbwa et al., 2008). This has been explained with arguments mainly based on theories of social identity, the idea that followers identify socially with inspiring leaders who set a personal example and appear to be symbolic of an organization, also making their followers want to identify with its values (Hannah et al., 2016;Ng, 2017 for the mechanisms behind this process include an increased sense of self-worth among followers (Walumbwa et al., 2008), an important personal resource , and social persuasion to the effect that the organization's values "are important and can contribute to followers' own role performance and to the effectiveness and maintenance of the group" (Hannah et al., 2016, p. 254). ...
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Even while attempting to explain the same outcomes, research on leadership and on human resource management (HRM) have largely progressed on parallel trajectories. We extend recent efforts to bring these fields closer together by testing how employee perceptions of a high‐performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes. Analyses of 308 subordinates of 76 managers in five multinational companies suggest that a HPWS substitutes for much of the independent influence of TL and constitutes an important boundary condition for some of this influence. Implications for future research on HRM and leadership are discussed.
... Numerous factors can influence the performance of the employees on the shop floor. These factors can be referred to as "soft" variables, primarily due to them being intangible, and they include motivation [17], job satisfaction [18], leadership styles [19], absenteeism [20], training and learning [21], employee engagement [19], amongst others [22]. Many of these variables are linked, either directly or indirectly. ...
... Numerous factors can influence the performance of the employees on the shop floor. These factors can be referred to as "soft" variables, primarily due to them being intangible, and they include motivation [17], job satisfaction [18], leadership styles [19], absenteeism [20], training and learning [21], employee engagement [19], amongst others [22]. Many of these variables are linked, either directly or indirectly. ...
... An increase in the training effectiveness increases the skill, which allows for better recognition of the employee and results in increasing motivation over time [20]. The current level of motivation has an impact on the commitment levels of the employees, and hence their absenteeism [19]. Absenteeism affects the cycle time since there is either a replacement worker or the absence of a worker at the station, which causes an increase in the cycle time that causes a change in the production rate. ...
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This paper presents a novel holistic modeling approach for investigating and analyzing the relationship of qualitative variables such as training and absenteeism with quantifiable shopfloor key performance indicators such as quality, inventory, and production rate. Soft variables, supervisor support and work environment, and their relationships with the hard variables, facility layout, and production strategies were investigated in this research. It was found in the literature that increasing absenteeism reduces the rate of production and causes a decrease in motivation, while training can increase the level of motivation if effective. A causal loop diagram was developed based on the evidence in the literature, and a system dynamics simulation model was created to depict these relations. It was confirmed that absenteeism affected the cycle time and motivation inversely, but it was not possible to always maintain a desired level of motivation. A discrete event simulation model was also built for the current and the future state maps of the production system. The model used output from the system dynamics model as its input to investigate the effects of the qualitative variables on the production system performance. This paper discusses in detail the stages of building the simulation models and the results recorded.
... Las discusiones de liderazgo aparentan un tránsito hacia otros escenarios que también afectan la organización; en dicho sentido, Boehm et al. (2015) se propusieron explorar los ámbitos de liderazgo por medio de la contrastación de perspectivas de la teoría de leadership en contraposición con los estudios de identidad y clima organizacional; planteando acercamientos con el carisma del CEO (líder de la empresa) puede influir en el comportamiento de liderazgo en los escalones más bajos de la empresa pues tienden a imitar el estilo de los líderes. ...
... También nos muestra que se puede generar un gran nivel de confianza cuando altos mandos directivos pueden establecer mejoras en la productividad de las empresas a través de la confianza dada a sus subalternos como medida de mejora de productividad organizacional Mayer y Davis (1999) a su vez se identifica en esta revisión literaria que puede existir mejor desempeño y aprendizaje profesional y laboral a través de la autoeficacia mediante el acompañamiento de supervisores como un estilo de liderazgo llamado "tutorías supervisadas" (Pan et al., 2011). De otro lado, la revisión literaria nos arroja que las organizaciones pueden tener diferentes estilos de liderazgo y diferentes personas dentro de ellas que pueden empujar el liderazgo organizacional es por ello que autores como Boehm et al. (2015) plantean, que en las organizaciones los CEO (chief executive officer) juegan un papel importante ya que desde su carisma puede influir en el comportamiento de los niveles organizacionales más bajos a través de efectos de contagio de liderazgo en el personal de las empresas o se puede establecer un tipo de liderazgo en los empleados tal como lo afirman Zhang y Chen (2013) cuando se siguen patrones comportamiento a través de tres niveles de autoidentidad en el lugar de trabajo los cuales llama: autodeterminación, identificación del supervisor e identificación organizacional, debido a sus efectos mediadores en el liderazgo del desarrollo y comportamientos de la ciudadanía organizacional. ...
... Se observa en todo el análisis de este artículo que el liderazgo organizacional es un tema que se viene manejando desde hace varios años, siendo abordado desde varias perspectivas; tenemos que los autores citados abordan temas desde lo personal, como lo grupal y organizacional incluso hasta lo espiritual, dándonos una conclusión de que el liderazgo organizacional no es solo un proceso de los altos mandos, sino que implica todas las líneas de staff en las empresas u organizaciones. La identificación sobre modelos de liderazgo investigados por Boehm et al. (2015), a través de los CEOs, Gill (2009) sobre el liderazgo personal y espiritual o Alase (2017) con su cambio organizacional, entre otros, nos nutre de una serie lineamientos teóricos y científicos que nos permite tomar ejemplos sobre liderazgo organizacional en este mundo tan globalizado y cambiante. ...
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Resumen- Aplicar los procesos de liderazgo no solo es imprescindible para el camino correcto de la organización, sino que también promueve la prudencia, templanza, justicia y la fortaleza como habilidades gerenciales del individuo líder, también genera reacciones positivas en los seguidores. Por ende, esta investigación asumirá como objetivo el análisis de la literatura y teorías referentes al Liderazgo en las empresas u organizaciones; esto por medio de un estudio bibliométrico efectuado por una búsqueda en Web of Science para un posterior análisis de red evaluando en los indicadores que relacionan aspectos del science mapping, secuencialmente desde de los clústeres identificados, estructuradas con los documentos correspondientes y palabras clave, las cuales identificarán las oportunidades.
... Nemanich and Keller (2007) found similar findings when they looked at the effect of transformational leadership style on employee performance in multinationals. Studies by other researchers have also generally revealed a positive and significant relationship between transformational leadership style and employee performance (Asrar-ul-Haq and Kuchinke, 2016;Boehm et al., 2015;Jiang et al., 2017). The study by Boehm et al. (2015) revealed that both the transformational leadership behaviour and the leader"s charisma increased the organisational identity strength, and this subsequently leads to better job performance. ...
... Studies by other researchers have also generally revealed a positive and significant relationship between transformational leadership style and employee performance (Asrar-ul-Haq and Kuchinke, 2016;Boehm et al., 2015;Jiang et al., 2017). The study by Boehm et al. (2015) revealed that both the transformational leadership behaviour and the leader"s charisma increased the organisational identity strength, and this subsequently leads to better job performance. However, some different results were also found. ...
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The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.
... TL has been proven as a leadership style that positively affects many individual and organizational outcomes. TL has been related to leaders' effectiveness (Boehm et al., 2015;Brandt et al., 2016), innovative culture , innovation (Alrowwad et al., 2020;Arif and Akram, 2018;Garc ıa-Morales et al., 2008;Le, 2020;Lei et al., 2020), creativity (Naderi et al., 2019), trust (Le and Lei, 2018;Lei et al., 2019), engagement (Aboramadan and Dahleez, 2020;Buil et al., 2019), knowledge sharing Phong and Son, 2020;Son et al., 2020), job performance (Buil et al., 2019;Torlak and Kuzey, 2019), organizational identification (Buil et al., 2019) and organizational performance (Alrowwad et al., 2020;Arif and Akram, 2018;Boehm et al., 2015;Chung-Wen, 2008;Garc ıa-Morales et al., 2008;Naderi et al., 2019;Para-Gonz alez et al., 2018;Son et al., 2020;Yıldız et al., 2014). ...
... TL has been proven as a leadership style that positively affects many individual and organizational outcomes. TL has been related to leaders' effectiveness (Boehm et al., 2015;Brandt et al., 2016), innovative culture , innovation (Alrowwad et al., 2020;Arif and Akram, 2018;Garc ıa-Morales et al., 2008;Le, 2020;Lei et al., 2020), creativity (Naderi et al., 2019), trust (Le and Lei, 2018;Lei et al., 2019), engagement (Aboramadan and Dahleez, 2020;Buil et al., 2019), knowledge sharing Phong and Son, 2020;Son et al., 2020), job performance (Buil et al., 2019;Torlak and Kuzey, 2019), organizational identification (Buil et al., 2019) and organizational performance (Alrowwad et al., 2020;Arif and Akram, 2018;Boehm et al., 2015;Chung-Wen, 2008;Garc ıa-Morales et al., 2008;Naderi et al., 2019;Para-Gonz alez et al., 2018;Son et al., 2020;Yıldız et al., 2014). ...
Purpose-This study proposed and tested a model on the relationship between transformational leadership (TL) and organizational performance (OP) with a possible intervening effect of market orientation (MO) at Omani small and medium enterprises (SMEs). Design/methodology/approach-The study followed a quantitative research design and the deductive approach. Data were collected from 259 employees working in Omani SMEs and were analyzed using structural equation modeling SEM AMOS V24. Findings-The findings supported positive direct effects of transformational leadership on Omani SMEs' business performance and market orientation. The results also supported the effect of market orientation on business performance. Further analysis showed that market orientation partly mediates the relationship between transformational leadership and business performance. Practical implications-The results motivate Omani SMEs' leaders to use intangible capabilities (i.e., market orientation practices) to improve the different aspects of organizational performance. It also suggests that developing SMEs leaders' transformational skills on envisioning the future, adopting open communication styles, motivating employees and stimulating their creativity influences Omani SMEs' performance. Originality/value-Due to the mixed results regarding the TL-OP relationship and the recommendations for further exploring this relationship, this study contributes to theory and practice. It is among the few studies to explore the mediating role of MO between TL and OP in a developing country's SMEs environment.
... In the construction industry, the autocratic project management leadership style is helpful when a project faces urgent and stressful problems: missed deadlines, a lack of available labour and materials, or the risk of excessive change orders. As potential concerns arise, it can benefit a project manager to take immediate action without extensive consultation [12]. However, the lack of consultation can result in subordinates, revolting against the rigidity of structure [12]. ...
... As potential concerns arise, it can benefit a project manager to take immediate action without extensive consultation [12]. However, the lack of consultation can result in subordinates, revolting against the rigidity of structure [12]. ...
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Currently, there is a dearth of research, examining how project managers' leadership styles influence the performance of construction company workers in Cape Town. Other research has discussed this subject on a national or international level. Still, comprehensive data on Cape Town construction firms is lacking. This has prevented local enterprises from understanding the role of their project managers’ leadership styles on employee performance outcomes. This article sought to ascertain how leadership styles influence employee performance in construction firms and to develop a conceptual framework for improving leadership and performance. Through quantitative techniques, 456 questionnaires were distributed at construction sites across Cape Town. Responses were then analysed using an ANOVA test (with the descriptive and regressive methods) and a post-hoc test (using the Bonferroni Method) and correlation analysis. The results reveal a statistically significant positive relationship between project managers’ leadership styles and the performance of subordinate employees. These findings have subsequently been used to develop a conceptual framework of leadership quality development tools, including training, empowerment, coaching, participation, and delegation. The research contributes to new knowledge that will promote local project managers’ leadership development, improve employee performance, and in doing so, increase successful project outcomes across the city.
... For instance, at the firm level of large companies, as investigated in the present study, the impact of CEOs' charisma or idealized influence on firm performance might be mediated by different structure-related variables which could explain the lack of direct effects of CEO charisma on firm performance (Agle et al., 2006;Clark, Murphy, & Singer, 2014;Tosi et al., 2004;Waldman et al., 2001). A recent study has found that CEO charisma impacts firm performance through transformational leadership climate and organizational identity strength (Boehm, Dwertmann, Bruch, & Shamir, 2015). While we could not explore these mediating mechanisms in our current study, future research could explore this further. ...
Article
This mixed-method study explores the relationship between CEO transformational leadership and firm performance relying exclusively on secondary data. We used a random sample comprising of 42 CEOs of publicly-listed US and European companies. We evaluated their transformational leadership drawing upon media sources which were content analyzed to create individual CEO profiles. These profiles were then given to a panel of three judges who rated the CEOs on their transformational leadership style. We obtained the firm performance data from Thomson Datastream. Our results showed significant associations between intellectual stimulation and inspirational motivation respectively, and different financial performance indicators. We also observed a tendency of positive relationships between individualized consideration and firm performance. These findings remained significant after controlling for company baseline performance, firm size, CEO tenure, and company location. Our findings largely support the positive role of CEO transformational leadership in shaping firm performance.
... With a couple of notable exceptions discussed below, the correlations between the primary study constructs and the control variables are not statistically significant. Becker (2005) and Boehm, Dwertmann, Bruch, and Shamir (2015) state that unnecessary control variables can possibly create biased parameter estimates, and excluding unnecessary controls maximizes the power of structural modeling tests by reducing the number of estimated parameters. This, and the control variable moderation analyses reported below, motivate us to exclude the controls from further analysis. ...
Article
This study’s objective is to examine the role of resilience in the dynamic between academic burnout and psychological distress using a sample of US undergraduate accounting majors. It extends prior research—that is, García‐Izquierdo et al. (2018), who examine these relationships using a sample of Spanish nursing students. For this study, a survey instrument was concurrently administered to 443 accounting majors at four geographically dispersed universities. Two alternative models are tested. The first model positions resilience as an exogenous predictor, and dimensions of academic burnout antecedent to psychological distress. The results indicate a significant negative association between resilience, psychological distress, and each of the three academic burnout dimensions. In addition, emotional exhaustion and academic inefficacy have a significant positive association with psychological distress. The alternative model positions psychological distress antecedent to each of the academic burnout dimensions. The results indicate that resilience has a significant negative association with psychological distress, cynicism, and academic inefficacy, but not emotional exhaustion. Moreover, psychological distress has significant positive associations with each academic burnout dimension. In the alternative model specification, resilience is also found to moderate the association between psychological distress and academic inefficacy. This single moderating effect notwithstanding, the findings suggest that the primary role of resilience is that of a compensatory mechanism by acting as an independent exogenous predictor of distress and burnout.
... It fits the general idea that people have for a leader: an authoritarian, powerful, decision-based, and solo-operating force. Here, the leader controls and guides the activities of the organization based on his own individual ability without seeking the opinion of others (Boehm, Dwertmann, Bruch & Shamir, 2015). Little or no attention is given to employees unlike in the execution of task (Amanchukwu, Stanley &Ololube, 2015) because of the leaders believe that man avoid responsibility and only works for the fulfilment of his personal goal (Kalu&Okpokwasili, 2018). ...
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Organizations today are faced with competitive pressure in a multicultural society as some have failed in meeting their goals and objectives due to the leadership style adopted and practised by some leaders. This paper intends to expose leaders on the nitty-gritty that are essential in managing both individuals and groups in the organization be it governmental or non-governmental, private or public. It also identified the various components of organizational behavior as well as how leaders can influence the behavior of individuals, groups and the environment where the organization exists.
... Works of research primarily focused on transformational and transactional leadership styles (Bass and Avolio, 1993;Hassi, 2018;Rowold and Rohmann, 2009;Tims et al., 2011;Vecchio et al., 2008), which have been proven as highly useful approaches of increasing the effectiveness of leaders (Boehm et al., 2015). In this case, leaders are capable of stimulating, mobilizing and inspiring their employees to achieve the desired objectives (Andersen, 2016). ...
Article
Purpose-This study aims to investigate the effects of transformational and transactional leaders' behaviors on employees' affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018). Design/methodology/approach-Data were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented. Findings-It was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study. Practical implications-The results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders' behaviors on the employees' outcomes. Originality/value-Due to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.
... The compensation ladder leads to higher strategic leadership positions. Previous studies in the literature mostly tended to transformational leadership and influential outcomes such as innovation, operational capability of information processing, and customer retention [50,51]. ...
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Information technology (IT) is a competitive path and offers the entrepreneurial opportunity of accumulating business knowledge in capturing consumer behavior. This study employed a conceptual framework to investigate the information processing facet of IT–business alignment under the impact mechanism of transactional leadership in the manufacturing sector of Yunnan Province, China. Specifically, organization culture is taken as a moderating factor extracted from situational theory and has been highlighted as important in previous organizational research. This study aimed at investigating the impact of transactional leadership on IT–business process alignment and studying the moderating effect of organizational culture on the relationship between transactional leadership and IT–business process alignment. The empirical findings reveal that contingent reward and management by exception behaviors of entrepreneurs are significant drivers of IT–business process alignment. Furthermore, market culture had a moderating effect on the relationship between entrepreneurs’ transactional behaviors and IT–business process alignment. Similarly, hierarchy culture exerts a moderating effect on the path between contingent rewarding behavior and IT–business process alignment. Here, it exerts an insignificant moderating effect on the management by exception behavior and IT–business process alignment path. The study findings mainly reveal the association of transactional leadership with IT–business process alignment, along with the moderating role of organizational culture. This study contributes to the literature on business knowledge by showcasing empirical evidence—how information processing aids entrepreneurial behavior to capture market opportunities and consumer behavior.
... Transformational leadership and its impact on results such as company efficiency, creativity, or environment are a prominent subject. [29] Strategic leadership has an active role in developing universities to achieve their strategic goals, and giving them the ability to ensure their survival, development and growth, and to adapt to contemporary environmental events and changes, through their ability to influence and their superior flexibility in dealing with events. Universities can only develop if there are strategic leaders with a clear and accurate strategic vision that looks to the future and keeps pace with changes in the internal and external environment. ...
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This study aimed to identify the role of strategic leadership in activating time management strategies to enhance administrative creativity skills at Al-Azhar University. The sample of the study was random stratified sample from (245) administrative employees using questionnaire as a main tool for primary data collection. Total respondent were (112) questioners. Descriptive and quantitative approach used in this study. The general results of the study showed high levels of strategic leadership at Al-Azhar University, average level of application of time management strategies and administrative creativity. This means there is acceptance approval that there is a statistically significant relationship between str ategic leadership and time management strategies in Palestinian universities in Gaza Strip with a correlation level (0.724). Also, there is a statistically significant relationship between time management strategies and administrative creativity in Palest inian universities in Gaza Strip under study with a correlation level (0.848). According to static analysis, there is a statistically significant relationship between the dimensions of strategic leadership and administrative creativity in Palestinian univ ersities in Gaza Strip under study, with a level of correlation (0.767%). This leases to high investment process for all available factors and elements in order to maximize and increase production and eliminate waste, wasted and unexploited employees' time and capabilities, which leads to achieving more effectiveness, positivity, productivity and increased organized effort. The study recommended necessity of having the elements of strategic academic leadership and activating time management strategies towa rds enhancing administrative creativity among workers in Palestinian universities in Gaza Strip. Also study recommended to encourage, support, and reward personal initiatives and creative ideas. Also study recommended available of wise and conscious strat egic leadership to rationalize the behavior of individuals, mobilize their energies, mobilize their capabilities, coordinate their efforts, organize their affai rs and direct them in the right direction towards achieving the desired goals and objectives.
... Leaders defined as an individual who manages to lead their subordinates to achieve the desired target by motivated, encouraging, and inspires their subordinates (Andersen, 2016). In past studies, two different viewpoints on leadership developed into the main focus on applied literature and academic, concerning this, transformational and transactional leadership styles identified as the most general styles for a leader to bring their effectiveness into maximum (Garcia-Morales et al., 2012;Boehm et al., 2015;Gyensare et al., 2016). There are several research studies documented transformational and transactional leadership are positively related to employees' behaviors and outcomes of an organization (Bono and Judge, 2003;Judge and Piccolo, 2004). ...
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Today's Business environment has been changed substantially because of globalism and radical changes and development in information processing, communication, and try to gain competitive advantages in such a competitive business environment. Leadership styles can significantly influence the turnover intention of a company; the morale and productivity of its employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many managers/ leaders are either unaware of the significant impact leadership styles can have, are aware but overwhelmed by the extensive and sometimes conflicting information, or are not well informed about how to build and sustain leadership styles effectively to reduce employees' turnover intention. This article mentions that managers and leaders need to know about leadership styles that affect turnover intention and emphasizes its importance. It requires managers and leaders to view it as one of their key tasks and understand the importance of aligning organization and decision making. This conceptualization has potential implications for the proves that finding affective commitment in an organization while improving and maintaining organization performance through participation and involvement, reduce with employees' turnover intention if strong leadership between employees and employers in an understanding of different management ethic.
... In its original conceptualization, Weber (1947) argued that charisma endows leaders with a nearmythical ability to motivate and inspire followers (e.g., Beyer, 1999;House, 1999). Since then, scholars have proposed that charisma contributes to organizational performance through its ability to signal prototypical leader effectiveness (Brodbeck et al., 2000;Den Hartog et al., 1999), strategic dynamism (Wowak, Mannor, Arrfelt, & Mcnamara, 2016), and a collective sense of organizational identity (Boehm, Dwertmann, Bruch, & Shamir, 2015;Nohe, Michaelis, Menges, Zhang, & Sonntag, 2013). ...
Article
We investigate the market signaling capacity of Chief Executive Officer (CEO) charismatic rhetoric. We rely on signaling theory and embodiment theory of charismatic leadership to develop and test the hypothesis that written and visual charismatic signals have a positive influence on investor signal participation. Evaluating CEO letters of S&P100-listed firms from 2012-2015, we find evidence of the presence and interactive effects of both written and visual charismatic market signals. We also find that written or visual charismatic tactics, when assessed independently, have a counterproductive (negative) influence on investor signal participation. Additionally, CEO compensation acts to amplify the market signaling capacity of the combination of written and visual charismatic signals. This research contributes new insight to the literature on the potential downside to CEO charisma, and thereby provides guidance to those curating CEO messages to external stakeholders.
... Generally, autocratic leadership represents the crop of leaders who make a decision without first enquiring the agreement of their team members. This is usually applied when a quick decision is required and the team consensus is not crucial for the acquisition of successful results (Boehm et al., 2015). Besides, little opportunity is given to staff and team members to make suggestions in this type of leadership, even if it should be done in the best interest of the team or organisation (Amanchukwu et al., 2015). ...
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The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in 'female' compared to 'male'. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
... These results reinforce the ideas stated by Preston and Brown (2004) and Hoye (2007) that suggest that affective commitment influences the performance of voluntary workers, and this would occur as a consequence of greater stability in their link to these institutions. Distinct to loyalty, identification incorporates a feeling of belonging to the organization (Boehm et al., 2015) that would explain in this case the presence of the emotional variables in all the models associated with high identification. The results also show the relevance of the two types of leadership studied in combination with the emotional variables, confirming what was stated by Miao et al. (2013) and Lee and Ding (2020) who found that leadership increases the trust in the supervision of the leader, and this, in turn, boosts the feeling of belonging. ...
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This article is oriented to the analysis of organizational and emotional variables in amateur sporting organizations. The general objective is to analyze the influence of organizational variables such as service quality, transactional leadership, and transformational leadership and emotional variables such as affective commitment, emotional attachment investment, and emotional attachment dividend to predict the credibility that members of amateur sporting organizations perceive, as well as their degree of identification and loyalty. The opinions of 203 members of Chilean amateur football teams [169 men and 34 women, with ages between 18 and 68 years (mean = 32.75 years, DT = 9.92)] have been analyzed through a self-completed questionnaire. To reach the objectives, two types of differential but complementary analyses, in the form of hierarchical regression models (from hereon, HRMs) and qualitative comparative analysis (from hereon, QCA), were performed. The results obtained suggest that the organizational variables are better predictors than the emotional variables in all of the cases. In the same way, the inclusion of the emotional variables improves the predictive capacity of the proposed models to explain identification and loyalty, but not in the case of credibility. In general, the variables considered seem to explain 37% of the credibility, 56% of loyalty, and 65% of identification. On the other hand, considering the results of the QCA, no variable turned out to be necessary. However, different combinations of variables (conditions) were observed that were able to explain between 47 and 91% of the cases of the variables analyzed. In general, based on these results, it was observed that the emotional variables were important in interaction with other organizational ones since they are present in the three combinations that most explain identification and loyalty and are also present in the three combinations that most explain credibility. This study contributes to the literature by supporting the importance of managing emotions in order for sporting organizations to be more successful.
... Subsequent theories of charismatic leadership were developed and applied to a broad array of organisations (House, 1977(House, , 1991House and Aditya, 1997;Kavanagh, 1974). Charismatic leaders act exemplary, motivate and inspire followers, are sensitive and supportive to followers' input and have a comprehensive appeal through their vision and communication (Avolio and Yammarino, 2013;Boehm et al., 2015;House and Howell, 1992;Kirkpatrick and Locke, 1996). Another dimension of transformational leadership is intellectual stimulation. ...
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The external image of party leaders has often been analysed through their behaviour or reflection in the media. However, we know little about how party leaders are seen internally. This article addresses this gap in the literature and seeks to explain what determines the variation in party members’ perceptions of leadership styles. It builds on the transactional–transformational continuum and uses original survey data from a modified version of the Multifactor Leadership Questionnaire. The analysis includes 12 political parties with parliamentary representation from Bulgaria, Hungary and Romania between 2004 and 2018. The findings of the mixed-effects linear regression illustrate that in general older and active party members are more likely to see their leaders as transformational. The determinants of leadership style assessment differ greatly across political parties.
... Based on SIP, if leaders can convey high confidence in the followers' abilities, followers will feel free from potential threats or embarrassment resulting from mistakes. Thus, charismatic leadership is essential for the corporate climate by exhibiting charisma [39,40]. ...
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Although prior research has emphasized the disproportional contributions to organizations of charismatic leadership, an emerging line of research has started to examine the potentially negative consequences. In this paper, a theoretical framework was proposed for a study of unethical pro-organization behavior through psychological safety based on social information processing theory, which reveals the detrimental effect that charismatic leadership can have on workplace behavior. To explore this negative possibility, a time-lagged research design was applied for the hypotheses to be verified using 214 pieces of data collected from a service company in China. According to the results, unethical pro-organizational behavior was indirectly influenced by charismatic leadership through psychological safety. Moreover, when employees experienced high performance pressure, charismatic leadership was positively associated with unethical pro-organizational behavior through psychological safety. The implications of these findings were analyzed from the perspectives of charismatic leadership theory and organizational ethical activities to alter the unethical pro-organizational behavior.
... Are introduced in recent years, the existing related research staff organization fit as a corporate or mediation between leadership behavior and employees work results of variable mechanism and the mediation mechanism is explained by ASA frame model, but pay more attention to research is based on the model of ASA enterprise environment for employees (current and potential), the influence of their research is more of the related factors of ASA precipitation, in order to confirm the ASA model, however, should see, ASA framework still exists the problem of insufficient understanding of process, this is because the interaction between enterprise and individual is a two-way process for a long time, However, it cannot be said that as long as the enterprise gives certain support to the employees, the employees will show a strong innovation reward behavior. This is because if the employees do not recognize the enterprise and the core leadership, and effectively bind the development of the enterprise with their own personal interests, the innovation behavior of the employees will hardly be more frequent and prominent (Cai, Jia, & You, 2013;Adkins & Russell, 1997;Zhao, 2013;Zhao & Long, 2004;Zhao & Long, 2008;Zhao & Long, 2009;Zhao & Long, 2010;Verquer et al., 2003;Liu & Chen, 2011;Tan, 2012;Tang, Lu, & Lee, 2010;Chatman, 1989;Boehm, Dwertmann, & Bruch et al., 2015). Related research shows that leadership in shaping the corporate culture and business environment plays an indispensable role, thus it can be seen in the ASA model, in addition to the ASA model in the process of affect employee support each other and get to the staff to enterprise's identity, transformational leadership behavior exists in the ASA model prepositional effect (Braun, Peus, & Weisweiler et al., 2013;Gong, Huang, & Farh, 2009;Abedi Jafari & Aghaz, 2008). ...
... Transformational leadership (hereinafter TRL) research unanimously emphasizes Bass's (1985) contribution to this field (e.g., Boehm et al., 2015;Lim and Ployhart, 2004;Charbonneau, Barling and Kelloway, 2001). Transformational leadership theory, after its birth, has been revised by including four types of transformational behaviour, namely idealized influence, inspirational motivation, individualized con-sideration, and intellectual stimulation (Bass and Avolio, 1993). ...
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Previous research highlighted undoubtedly positive impact of transformational leadership on a wide range of performance, including its follower, individual and organizational levels. However, the focus to date has mainly been on the concept's empirical underpinnings and, hence, the purpose of this study is to present and clarify the intellectual structure of transformational leadership-performance relationship studies. Building on the bibliometric analysis, we have provided the information on publishing trends, the most prolific countries and authors that shape this relationship , whereas term analysis provides a taxonomy for ongoing and recommended upcoming research in the field. The results showed a) the field is under a surprisingly strong influence of a diversified research context along with the focus on the well-recognized and expected Anglo-American region; b) there are five clusters which have been recognized as representatives of the field; c) scarcity of research into sales and managerial performance has been identified which indicates that there is a considerable potential for wide-ranging research in fields of marketing and management in general. In the context of contribution, this study provides a reference to researchers entering this field, as well as guidance for future research.
... Transformational leadership (hereinafter TRL) research unanimously emphasizes Bass's (1985) contribution to this field (e.g., Boehm et al., 2015;Lim and Ployhart, 2004;Charbonneau, Barling and Kelloway, 2001). Transformational leadership theory, after its birth, has been revised by including four types of transformational behaviour, namely idealized influence, inspirational motivation, individualized con-sideration, and intellectual stimulation (Bass and Avolio, 1993). ...
... Generally, autocratic leadership represents the crop of leaders who make a decision without first enquiring the agreement of their team members. This is usually applied when a quick decision is required and the team consensus is not crucial for the acquisition of successful results (Boehm et al., 2015). Besides, little opportunity is given to staff and team members to make suggestions in this type of leadership, even if it should be done in the best interest of the team or organisation (Amanchukwu et al., 2015). ...
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The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
... The inter-scale correlations reported in in Table 1 indicate that none of the correlations between the control variables and the primary study constructs were significant. Becker (2005) and Boehm, Dwertmann, Bruch, and Shamir (2015) reasoned that unnecessary control variables could potentially create biased parameter estimates, and excluding unnecessary controls maximizes the power of structural modeling tests by decreasing the number of estimated parameters. This motivated us to exclude of all controls from further analysis. ...
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... These findings appear to support this study's structural model conceptualization of psychological distress as a single HOC as opposed to three unique LOCs. 10 with cynicism. 11 Boehm et al. (2015) and Becker (2005) argued that unnecessary control variables could potentially generate biased parameter estimates, and the exclusion of unnecessary controls maximizes the power of structural modeling tests by decreasing the number of estimated parameters. This motivated the exclusion of all controls from further analysis except gender and business major (as reported below). ...
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This study’s purpose is to examine whether resilience, conceptualized by Connor and Davidson (2003) as one’s capacity to persevere and rebound under adversity, was a potential mitigating and/or moderating factor in the dynamic between both psychological distress and academic burnout, and student attrition. We concurrently distributed a survey containing a series of psychometric instruments to a convenience sample of 1,119 students pursuing various business majors at four geographically diverse U.S. universities. Via structural equations modeling analysis, we measured the associations between psychological distress, academic burnout, and departure intentions, and investigated whether student resilience levels are associated with lower distress, burnout, and departure intentions levels. The results indicated significant positive associations between psychological distress and each of the elements of academic burnout, and significant positive associations between the academic burnout elements and departure intentions. However, while resilience did not moderate those associations, it did attenuate them through its direct negative associations with both psychological distress and the cynicism and academic inefficacy elements of academic burnout. Based on these findings, we discuss implications for business educators seeking to enhance individual resilience levels as a coping strategy to combat voluntary student turnover, and better prepare students for the demands of the workplace.
... These findings appear to support this study's structural model conceptualization of psychological distress as a single HOC as opposed to three unique LOCs. Boehm et al. (2015) and Becker (2005) argued that unnecessary control variables could potentially generate biased parameter estimates, and the exclusion of unnecessary controls maximizes the power of structural modeling tests by decreasing the number of estimated parameters. This motivated the exclusion of all controls from further analysis except gender and business major (as reported below). ...
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... On the one hand, organizational topics can be treated from different programmatic perspectives, as they present multiple facets and are subject to different interpretations (Hempel, 1965;Tsang & Ellsaesser, 2011). For example, "leadership" is a topic that has been explored in multiple research programs (Zhao & Li, 2019), such as contingency theory (Kriger & Seng, 2005), organizational identity theory (Boehm, Dwertmann, Bruch, & Shamir, 2015), and agency theory (Osborn & Jackson, 1988), to name a few. On the other hand, research programs can encompass multiple topical interests. ...
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This paper shows how the adoption of open science practices can benefit the theory building process in management and organization studies. Beside increasing the transparency and credibility of research, open-science-based theorizing ("open theorizing") can help galvanize and increase the relevance of our theorizing. It can even facilitate the development of novel frameworks of understandings "for the people", that is, original theoretical explanations that better satisfy societal needs.
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Competence in vocational education refers to knowledge, skills, and innovative work behavior. Therefore, innovative work behavior needs to be applied by lecturers at vocational institutions. Moreover, transglobal leadership is highly required in vocational higher education institutes because it can boost lecturers’ performance. This study aims to examine transglobal leadership styles to improve employee performance supported by work engagement and innovative work behavior. The study population included 1,494 lecturers from vocational state universities in East Java, Indonesia. The sample was 316 vocational lecturers determined by the Slovin formula. The data were processed through the SmartPLS software and analyzed using the SEM approach. The test results show that transglobal leadership positively affects work engagement with a t-statistic value of 4.240. In addition, transglobal leadership positively affects innovative work behavior with a t-statistic value of 2.015. Next, work engagement positively affects innovative work behavior with a t-statistic value of 2.009. Finally, innovative work behavior positively affects employee performance with a t-statistic value of 10.244. In conclusion, this paper enlarges the relevant literature devoted to the effect of work engagement, transglobal leadership, and innovative work behavior impact on employee performance.
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Dynamics in the business environment today is affecting every facet of human endeavor. The traditional leadership behavior has had its own share. Several researchers have written on sustainable development and corporate governance practices as a sure way of profitability and growth in a contemporary business organization. In this article, the author ignites the debate to transform public sector organizational leadership in the non-western economies to embrace the sustainability leadership approach. This is as a result of poor corporate governance and unethical corporate cultural practices and lack of stewardship theoretical approach that has brought seven domestic banks to their knees in Ghana in 2017 and 2018. The study further proposes a strong organizational culture that keeps values and ethical behavior as well as regulatory framework in checks for long-term survival and profitability in the public sector organizations that take away the vulnerability and unethical practices.
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Guided by theories of moral psychology and social identity, one hundred and fifty-three public relations practitioners working in the United States participated in an online experiment that tested how professional identity influences moral reasoning. Professional associations appear to be a valuable resource for socialization as members of PRSA who, in addition to engaging in higher levels of moral reasoning than the average adult, report they have access to regular ethics training, ethics resources and mentors, and are familiar with their industry’s code of ethics. Socialization in later career stages appears to contribute to moral reasoning maintenance, sustaining levels of moral reasoning, rather than development.
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Purpose Drawing upon a dynamic managerial capabilities perspective, this study aims to unpack how and when chief experience officer (CEO) transformational leadership influences firm innovation. Specifically, a moderated mediation model linking CEO transformational leadership to firm innovation, which includes strategic flexibility as a mediator and top management team (TMT) knowledge diversity as a moderator, is theorized and empirically tested. Design/methodology/approach The authors conducted a survey of 354 TMT members and 62 CEOs from 62 firms in China’s construction industry to explore these relationships. Path analysis using Mplus 7.4 was undertaken to test our proposed moderated mediation model. Findings The results revealed that strategic flexibility mediates the positive relationship between CEO transformational leadership and firm innovation. Additionally, TMT knowledge diversity positively moderates the relationship between CEO transformational leadership and strategic flexibility. Research limitations/implications Taken together, these findings help advance and deepen our understanding of the mechanisms through which CEO transformational leadership influences firm innovation and boundary conditions under which CEO transformational leadership influences strategic flexibility. At the same time, this study also contributes to the literature on strategic flexibility and the CEO-TMT interface by revealing the interactive effect of CEO transformational leadership and TMT knowledge diversity on strategic flexibility. Originality/value Although the positive influence of CEO transformational leadership on firm innovation has been widely recognized, the specific mechanisms underlying this effect have yet to be fully theorized. This study proposes and tests a nuanced theoretical framework linking CEO transformational leadership to firm innovation via a firm’s strategic flexibility. It also argues that TMT knowledge diversity enhances the indirect effect of CEO transformational leadership on firm innovation through strategic flexibility; that is, this indirect effect is significant when TMT diversity is high, but not when TMT diversity is low.
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Climate change and environmental crises are currently affecting the living environment of both people and the planet in general. This necessitates businesses to have a prompt and effective response to minimize or improve the harmful effects that lead to environmental imbalance and fulfill corporate social responsibility through focusing on transitioning to a model of sustainable economic development and encouraging the development and production of green products. This study discovers that the five factors green creativity, green dynamic capabilities, green transformational leadership, reactive green innovation, and proactive green innovation have a positive influence on and aid in the creation of exceptional green product development performance. A survey questionnaire was used to collect data for this research with the participation of more than 1000 people. These figures reveal that the participants are people who are knowledgeable about environmental issues and are actively interested in environmental protection (as well as people who have used green products). Research using software to support SPSS.20 and AMOS.24 to test the hypotheses. The study serves as a framework to help businesses better comprehend the relationship between economics and the environment with the purpose of providing valuable data and raising awareness for innovation in development models for businesses and organizations.
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Employee performance is dynamic and can have great impact on the overall performance of any company and its sustainability. A number of factors that can be controlled by the company can affect the employees' performance. The present paper starts with a thorough literature review for identifying these key driving in order to develop a system dynamics models that will be able to assess different improvement scenarios and initiatives. Based on causal loop diagrams, stock and flow diagrams are developed and solved using system dynamics theory. The model developed can be used for organizations to assess the impact of different improvement initiatives.
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ÖZET İnsanlık tarihiyle yaşıt olan liderlik kavramı klasik dönemlerden modern ve post-modern dönemlere kadar çeşitli değişim ve dönüşümlerden geçmiştir. Bu dönüşüm sürecinde kavrama yeni yorumlar ve yeni açılımlar getirilmiştir. Bu çalışmanın amacı iş yaşamında sürekli olarak dönüşen ve yeni kavramlar ile ilişkilendirilen liderlik kavramıyla ilgili akademik yazındaki güncel durumu tespit edebilmektir. Bu maksatla Web of Science (WoS) veri tabanlarında Sosyal Bilimler Atıf Dizini (SSCI) üzerinden 2015-2020 yılları arasında yönetim ve işletme kategorilerinde “Leadership Quarterly” ve “Leadership” dergilerinde, başlığında “liderlik” ifadesi olan makaleler taranmıştır. Tarama sonucu ulaşılan 290 makaleye ilişkin bibliyometrik analiz gerçekleştirilmiştir. İlk olarak makalelere dair performans analizi yapılmıştır. Sonraki aşamada bilimsel haritalama analizi ile alan yazınına dair ilişki ağları saptanmaya çalışılmıştır. Analiz sonuçlarına göre “karizmatik liderlik” kavramına olan ilginin klasik yönetim anlayışı döneminden bu yana eksilmediği anlaşılmaktadır. “Dönüşümcü liderlik” ve “etkileşimci liderlik” ise en çok çalışılan liderlik yaklaşımlarıdır. Ayrıca “otantik liderlik, manevi liderlik, etik liderlik, dağıtımcı liderlik, paylaşımcı liderlik” gibi yeni liderlik yaklaşımlarının çalışmalarda yer alan güncel liderlik yaklaşımları olduğu görülmektedir. Sonuç olarak geleneksel dönemdeki “tek-adam, büyük-adam liderlik" anlayışının modern dönemlerde giderek "lider-üye etkileşimi" anlayışına dönüştüğü görülmektedir. Bugünün liderinin daha çok hizmet eden, daha çok güdüleyen, daha çok paylaşan ve daha dinamik olması çalışmalarda genel kabul görmektedir. Anahtar Kelimeler: Liderlik, Etkileşimci Liderlik, Dönüşümcü Liderlik, Bibliyometrik Analiz, Karizmatik Liderlik ABSTRACT The concept of leadership, which is as old as the history of humanity, has gone through various changes and transformations from classical periods to modern and post-modern periods. In this transformation process, new interpretations and new expansions have been brought to the concept. The aim of this study is to determine the current situation in the academic literature on the concept of leadership, which is constantly transformed in business life and associated with new concepts. For this purpose, articles with the phrase "leadership" in the title were searched in the "Leadership Quarterly" and "Leadership" journals in the management and business categories between 2015-2020 through the Social Sciences Citation Index (SSCI) in Web of Science (WoS) databases. A bibliometric analysis was performed on 290 articles that were accessed as a result of the search. First, a performance analysis of the articles was made. In the next stage, it was tried to determine the relation networks related to the literature with scientific mapping analysis. According to the results of the analysis, it is understood that the interest in the concept of "charismatic leadership" has not decreased since the period of classical management understanding. “Transformational leadership” and “transactional leadership” are the most studied leadership approaches. In addition, it is seen that new leadership approaches such as "authentic leadership, spiritual leadership, ethical leadership, distributed leadership, shared leadership" are current leadership approaches included in the studies. As a result, it is seen that the understanding of "oneman, great-man leadership" in the traditional period gradually transforms into "leader-member interaction" in modern times. It is generally accepted in studies that today's leader is more serving, more motivating, more sharing and more dynamic. Keywords: Leadership, Transactional Leadership, Transformational Leadership, Bibliometric Analysis, Charismatic Leadership
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The study focused on the impact of autocratic leadership style on job performance of subordinates in academic libraries in Port Harcourt, Rivers State, Nigeria. The research design was a survey. The respondents were the 74 professional and para-professional staff working in the libraries studied. Data collection was through questionnaire. instrument titled “Autocratic Leadership Style on Job Performance of Subordinates in Academic Libraries (ALSJPSAL)” consisting of five (5) item statements. Analysis was done using frequency and mean for the research question. Findings of the study revealed that autocratic leadership style tends to develop dependent and uncreative subordinates who are afraid to take up responsibility. Autocratic leadership style, however, shows a significant negative impact on employee performance. This style of leadership tended to have work groups that were less productive and subordinates showed a high degree of dissatisfaction on the job. Therefore, autocratic leaders tend to limit the performance of subordinates. It is recommended that autocratic leadership style may be very valuable in situations where decisions need to be made as quickly and decisively as possible. Since autocratic leadership style leads to job dissatisfaction of subordinates, library heads should be closely monitored by the parent institution to check their excesses.
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The purpose of this research is to investigate the psychological mechanisms that cause the influence of transformational and transactional leadership on employee performance. Based on employee stewardship theory (EST) and social exchange theory (SET), an organizational commitment was selected as a perfect moderating variable to conduct the study. The data were collected from sixteen (16) organizations in the public sector of Ghana, consisting of 330 full-time employees. The results indicate that organizational commitment positively moderates transformational leadership while transactional leadership does not. We realized that when transformational leadership is high, organizational commitment goes up, thereby increasing employee performance. On the other hand, when transactional leadership goes up, organizational commitment decreases, causing employees performance to dwindle. Therefore, transactional leaders should augment their approach with transformational leadership to increase employee performance. This research offers practical implications relevant to provide strategies for leaders to PSOs to influence employees to perform beyond the limit.
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This study examined the various leadership styles used at marine services companies in Sub-Saharan Africa. A quantitative structured closed-ended questionnaire was used to gather data from its sample respondent. The target population was 215 employees. However, every second element was selected systematically to produce a sample size of 107. The findings of this study showed that the overwhelming majority of respondents agreed that their managers practice transactional leadership styles. On the other hand, most respondents disagreed that their managers practice laissez-faire and transformational leadership styles. Based on the findings, the company's management should teach and train staff to perform their responsibilities efficiently. Furthermore, the management of the marines services company is advised to be proactive, assist staff, build connections, give resources, and avoid a laissez-faire leadership approach.
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A variety of collective phenomena are understood to exist to the extent that workers agree on their perceptions of the phenomena, such as perceptions of their organization’s climate or perceptions of their team’s mental model. Researchers conducting group-level studies of such phenomena measure individuals’ perceptions via surveys and then aggregate data to the group level if the mean within-group agreement for a sample of groups is sufficiently high. Despite this widespread practice, we know little about the factors potentially affecting mean within-group agreement. Here, focusing on work climate, we report an investigation of a number of expected contextual (social interaction) and methodological predictors of mean rWG, a common statistic for judging within-group agreement in applied psychology and management research. We used the novel approach of meta-CART, which allowed us to assess the relative importance and possible interactions of the predictor variables. Notably, mean rWG values are driven by both contextual (average number of individuals per group and cultural individualism-collectivism) and methodological factors (the number of items in a scale and scale reliability). Our findings are largely consistent with expectations concerning how social interaction affects within-group agreement and psychometric arguments regarding why adding more items to a scale will not necessarily increase the magnitude of an index based on a Spearman-Brown “stepped-up correction.” We discuss the key insights from our results, which are relevant to the study of multilevel phenomena relying on the aggregation of individual-level data and informative for how meta-analytic researchers can simultaneously examine multiple moderator variables.
Article
Purpose This study aims to examine the impact of transformational leadership on green innovation and green learning in construction supply chains. Design/methodology/approach A theoretical framework of research hypotheses between transformational leadership, green learning and green innovation is developed. Using a survey questionnaire, data are collected from construction firms in Vietnam. Structural equation modeling is used to test the research hypotheses. Findings The results indicate that transformational leadership promotes both green learning and green innovation (i.e. green product innovation and green process innovation) while green learning positively affects green process innovation. Furthermore, it is found that green learning mediates the linkage between transformational leadership and green process innovation. Research limitations/implications This study contributes to the development of leadership research in construction by showing the significance of leadership at the supply chain level. Originality/value Leadership is regarded as a key factor for most organizations' success and competitive advantages. In construction, leadership has been widely studied at the project and organizational levels while its important role is also explored at the supply chain level. Nevertheless, in terms of construction supply chains, there has been still very limited evidence about the effects of transformational leadership. Thus, this study fills the gap in knowledge by empirically examining the relationships between transformational leadership, green learning and green innovation.
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ÖZET Örgütsel kimlik bir örgütün ayırt edici bir özelliği olarak, örgütün karakteri, kişiliği ve durumunu tasvir eden bir kavramdır. Eski zamanlarda daha durağan bir yapıya sahip olan örgütsel kimliğin modernizm ve postmodernizm ile birlikte daha dinamik bir yapıya tekâmül ettiği görülmektedir. Ayrıca örgütsel kimlik neyin değerli, neyin değersiz olduğu gibi konularda çalışanların algısını yönlendiren bir işleve sahip olması bakımından örgütsel bağlılık, örgütsel verim ve örgütsel performans açısından oldukça önemli bir kavramdır. Bu nedenle örgütsel kimlik kavramı sosyal bilimcilerin ilgisini çeken bir kavram olmuştur. Artan bu ilgi doğrultusunda alan yazını çeşitlenerek giderek genişlemektedir. Bu araştırmada, örgütsel kimlik konusunda alan yazının genel bir görünümünü çıkarmak amacıyla uluslararası literatür belirli kıstaslar doğrultusunda bibliyometrik analiz yöntemi ile incelenmiştir. Araştırmada, makalenin yayınlandığı ülke, dergi, yayınlanma yılı ve yazarlar gibi kıstaslar kullanılmıştır. Bu kıstaslar kapsamında Web of Scince, Sosyal Bilimler Atıf İndeksi (SSCI) ve Gelişen Kaynaklar Atıf İndeksi (ESCI) üzerinden ulaşılan 149 adet makale değerlendirilmiştir. Makalelere ait analizler Web of Science ve VOSviewer uygulamaları ile gerçekleştirilmiştir. Yapılan analizler sonucunda ulaşılan bulgular doğrultusunda, yayınlanan en eski tarihli makalenin, 1995 yılında yayınlandığı görülmektedir. En fazla makalenin Organization Studies dergisinde yayınlandığı görülmektedir. Ortak kelime analizi sonucuna göre imaj, örgütsel kimlik, özdeşleşme, yönetim, yansımalar, stratejik değişim, meşruiyet kelimeleri öne çıkan kelimeler olarak konu hakkında yapılan çalışmalarda en sık tercih edilen anahtar kelimelerdir. Anahtar Kelimeler: Örgütsel Kimlik, Örgütsel Özdeşleşme, Alan Yazın İncelemesi, Bibliyometrik analiz Abstract Organizational identity is a concept that describes the character, personality and status of the organization as a distinctive feature. It is seen that the organizational identity, which had a more stable structure in the past, has evolved into a more dynamic structure with modernism and postmodernism. in addition, organizational commitment is a very important concept in terms of organizational efficiency and organizational performance, as it has a function that directs the perception of employees on issues such as what is valuable and what is worthless. For this reason, the concept of organizational identity has attracted the attention of social scientists. in line with this increasing interest, the literature is expanding and diversifying. in this research, the international literature was examined with the bibliometric analysis method in line with certain criteria in order to get a general view of the literature on organizational identity. in the research, criteria such as the country in which the article was published, the journal, the year of publication and the authors were used. Within the scope of these criteria, 149 articles accessed through Web of Science, Social Sciences Citation Index (SSCI) and Emerging Sciences Citation Index (ESCI) were evaluated. The analyzes of the articles were carried out with Web of Science and VOSviewer applications. in line with the findings obtained as a result of the analyzes, it is seen that the oldest published article was published in 1995. It is seen that the most articles were published in the journal of Organization Studies. According to the results of the common word analysis, image, organizational identity, identification, management, responses, strategic change and legitimacy are the most frequently preferred keywords in the studies. Keywords: Organizational Identity, Organizational Identification, Literature Review, Bibliometric analysis
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It is inevitable that there will be some changes in the world along with the progress of the age and these changes will be seen as technological advances. There are many arguments about whether technology is beneficial or harmful. However, it is a known fact that technology has both positive and negative results in human life. in particular, because of technological advances, the use of digital tools and platforms has been intensively used, and the frequency of encountering what can be called “e-disease” has also increased. in this study, some technological problems that arise due to technology and spread rapidly as a disease are discussed. Within the scope of the study, it is tried to examine the effects of these e-diseases, which are caught by individuals rather than individual problems, in terms of organizations. From this point of view, firstly, as a basic problem related to the use of intensive technology, technology addiction was given. Then, some e-diseases which came into existence because of technological addiction were mentioned and a two-dimensional evaluation was made in terms of organizations. Keywords: Technology, Addiction, E-diseases, Organizational Functioning.
Conference Paper
It is inevitable that there will be some changes in the world along with the progress of the age and these changes will be seen as technological advances. There are many arguments about whether technology is beneficial or harmful. However, it is a known fact that technology has both positive and negative results in human life. in particular, because of technological advances, the use of digital tools and platforms has been intensively used, and the frequency of encountering what can be called “e-disease” has also increased. in this study, some technological problems that arise due to technology and spread rapidly as a disease are discussed. Within the scope of the study, it is tried to examine the effects of these e-diseases, which are caught by individuals rather than individual problems, in terms of organizations. From this point of view, firstly, as a basic problem related to the use of intensive technology, technology addiction was given. Then, some e-diseases which came into existence because of technological addiction were mentioned and a two-dimensional evaluation was made in terms of organizations. Keywords: Technology, Addiction, E-diseases, Organizational Functioning.
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