Does transformational leadership build resilient public and nonprofit organizations?

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the effect of transformational leadership -broadly defined as an individual who is visionary, innovative, inspirational and sensitive to the needs of followers -on the level of organizational resiliency. Design/methodology/approach -This study employs multiple hierarchical regression analysis to test the causal relationship between transformational leadership and organizational resiliency by utilizing 112 respondents working in emergency management departments of local governments, fire and police stations, and nonprofit organizations in the Southeastern Economic Region of South Korea. Findings -The results of the analysis indicate that transformational leadership style has a positive and statistically significant effect on perceived organizational resiliency. The findings also indicate that elected officials such as mayors are more likely to focus on building organizational resiliency than appointed officials and nonprofit leaders. Originality/value -This study fills the gap of the current literature in the field of emergency management by establishing empirical evidence of the need to identify leaders with transformational traits in order to build a resilient organization, which can better respond and adapt to a catastrophic event in the Asian context.

Effective Leadership in Public Organizations: The Impact of Organizational Structure in Asian Countries

“…When a disaster hits, organizations need to be prepared in order to continue their core functions (Valero et al 2014). Otherwise, the safety and well-being of a community may be compromised when public organizations are charged with providing essential public services.…”

“…Previous research has found, for instance, that transformational leadership has a positive impact on the resiliency of organizations during a disaster (Valero et al 2014). Transformational leaders seek to build organizational resiliency through initiating disaster preparedness such as educating the public and by ensuring that organizational members are aware of plans for emergency response.…”

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

“…Valero, Jung, and Andrew (2015) posit that to respond effectively to public sector uncertainties and state emergencies, leaders need to be able to 'motivate, communicate, and articulate an organisation's mission' to followers (p. 4). Not surprisingly, the authors go on to associate transformational leadership with organisational resilience (Valero et al, 2015). Harland et al (2005) also found that particular dimensions of both transactional and transformational leadership can potentially contribute to resilience in subordinates.…”

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

“…There are various critical factors for the organizations involved in relief operations such as trust, agility, IT use, flexibility, and adaptability. Understanding factors that improve the performance of organizations during relief operations, continues to be a timely and critical area of research (Valero, Jung, & Andrew, 2015). This study is expected to provide smaller organizations with guidelines for understanding the crucial factors to enhance the performance of humanitarian supply chain (HSC).…”