Diverse Workforce Supported Through ‘Transformational Leadership’ Ensures Higher Operational Responsiveness

Kazmi, Syeda Asiya Zenab; Naarananoja, Marja; Takala, Josu

doi:10.7603/s40706-014-0024-8

Cited by 5 publications

(4 citation statements)

References 4 publications

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“…A study has reported positive relationships between transformational leadership and its effects at the individual level and the corporate levels (Avolio, 1999, Kazmi & Kinnunen, 2012, Kazmi, Naaranoja & Takala, 2013. This fact further proves and supports the assessment that the transformational form of leadership has the ability to reveal the maximum levels of commitment, cohesion, motivation, trust as well as the performance in the new and more innovative organizational environments (Mengue,B., Auh.S., Shih.E 2007).…”

Section: Autocratic Leadership: No Focus On Consulting Others While Dmentioning

confidence: 68%

“…In other words, the "Transactional leadership style" promotes the contingent reward and management-by-exception. However, contrary to the above, transformational leaders motivate followers to achieve performance beyond expectations by transforming followers' attitudes, beliefs, and values as opposed to simply gaining compliance (Bass,1985, Kazmi & Takala, 2011, Kazmi & Kinnunen, 2012, Kazmi, Naaranoja & Takala, 2013.…”

Section: Group Performancementioning

confidence: 99%

“…Naaranoja & Takala, 2013 firms' executives have to align their strategies in order to manage crises (Eren, Zehir and Özşahin, 2004) and maintain harmony. The positive feelings towards the leaders, in turn transfer to the Organization (Whittington, J.L, Goodwin, V. L, Murray B.…”

Section: Autocratic Leadership: No Focus On Consulting Others While Dmentioning

confidence: 99%

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Sustainable Solution for Competitive Team Formation

Kazmi¹,

Takala²,

NAARANOJA³

2015

JGSM

Self Cite

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The current study was aimed to analyze the directions of learning outcomes through Transformational Leadership based training process. In the case study, Analytical Hierarchical Process (AHP) was used to derive the quantitative ratings. The current research effort is to find out the significance of Transformation Style on comparative basis to justify its worth for the sustainable development of corporate competitiveness. The study results provided a basis suggesting a framework for Transactional vs. Transformational leadership as a functional loop. It further justified the logic behind considering transformational leadership as a tool for strategic decision making to formulate sustainable optimal work teams. This paper highlights the significance to study that how transformational leadership can support and develop required behavioral outcomes.

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Section: Autocratic Leadership: No Focus On Consulting Others While Dmentioning

confidence: 68%

Section: Group Performancementioning

confidence: 99%

See 1 more Smart Citation

Sustainable Solution for Competitive Team Formation

Kazmi¹,

Takala²,

NAARANOJA³

2015

JGSM

Self Cite

View full text Add to dashboard Cite

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“…In research literature, transformational leadership refers to the desirable characteristics of organization's leadership support practices. In our survey, this concept refers to an organization's capacity to offer its work teams with supportive leadership Avolio, 1992: Zaccaro, 1996;Kazmi, takala, 2011;Kazmi, Kinnunen, 2012;Kazmi, Naaranoja, Takala, 2013; environment for new product development idea generation. The selected indicators seek feedback to reveal organizational practices with reference to transformational leadership connected to new product development idea generation team potential.…”

Section: Arrangement Of the Construct Variables; Transformational Lea...mentioning

confidence: 99%

Fusing Theory to Practice

Kazmi

Naaranoja

Kytölä

2015

International Journal of Strategic Decision Sciences

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Modern companies implement strategic mechanisms to support corporate competitive analysis. On this theme, the current study is an attempt to connect transformational leadership with strategic thinking capability by establishing a diagnostic research tool. The aim behind establishing such a research instrument is to evaluate strong or weak corporate operations and practices, being followed at the three selected work locations of a European multinational company. Following construct theory, this study's mid-range theorizing revealed that, the employees at the three target work locations are not significantly empowered and therefore incapable to take independent work decisions. Such incapability, in return, obstruct the process of effective corporate strategic leadership. In accordance with the study findings, the categories of “intellectual stimulation” and “individualized consideration” are identified as the weak areas, linked to the work leadership operations. In addition, the aspects, namely, “work situation” and “situational referencing” are identified as weak processes associated with the strategic thinking construct. Furthermore, “investigative approach” and “situational handling” appeared as potentially strong strategic elements. The above referred findings are critically significant to support future testing and refinement of the proposed research tool. The current study offers wider implications for specialists, practitioners and researchers through the process of re-evaluation or cross comparative analysis of the study results.

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Innovative Drives Get Fuel from Transformational Leadership's Pied Pipers’ Effect for Effective Organizational Transformation!

Kazmi

Naaranoja

2015

Procedia - Social and Behavioral Sciences

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Innovative drives get fuel from transformational leadership´s Pied pipers' effect for effective organizational transformation! "The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails."(John Maxwell) AbstractTransformational leadership is known to offer the crucial wish list well suited for the organizations that are transitioning towards innovation and creativity. It is therefore the combination of significant traits that holds the `Pied pipers effect´ for the transformational leadership which makes it more potent than that of the routine managerial work to cope with the organizational transformational processes. The findings of the case study suggests that a successful transformational organizational process requires change leaders (i.e., Managers or the change implementers) to install within themselves the sets of appropriate skills and attributes that are characteristic to the so-called transformational leaders, to enforce innovation and creativity through effective organizational change management process. An additional contribution of the paper is to highlight the similarity between the transformational leadership´s impact on the work teams with the character of Pied Piper of Hamelin from a children's story.

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Diverse Workforce Supported Through ‘Transformational Leadership’ Ensures Higher Operational Responsiveness

Cited by 5 publications

References 4 publications

Sustainable Solution for Competitive Team Formation

Sustainable Solution for Competitive Team Formation

Fusing Theory to Practice

Innovative Drives Get Fuel from Transformational Leadership's Pied Pipers’ Effect for Effective Organizational Transformation!

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