Effect of Leadership Style on Perceived Organizational Performance and Innovation: The Role of Transformational Leadership Beyond the Impact of Transactional Leadership – An Application among Turkish SME's

İşçan, Ömer Faruk; Ersarı, Göknur; Naktiyok, Atılhan

doi:10.1016/j.sbspro.2014.09.097

Cited by 48 publications

(32 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A total of 138 responses were received (76 from Project A, 28 from Project B, and 34 from Project C). The data collected was processed and analysed using the STATISTICA 13 [40]. To ensure the reliability of the questionnaire, a reliability test was run using the Cronbach Alpha test.…”

Section: Resultsmentioning

confidence: 99%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

View full text Add to dashboard Cite

Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.

show abstract

Section: Resultsmentioning

confidence: 99%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

View full text Add to dashboard Cite

show abstract

“…However, some studies have shown that there is no relation between transformational leadership and innovation (Krause, 2004). The results of a study by Bono & Judge (2004) indicate that transactional leadership has a more negative effect on the employees' creativity and that there is a negative correlation between transactional leadership and innovative behaviour, or that the relation between transactional leadership and innovation does not exist (Iþcan, Ersarý & Naktiyok, 2014). Transactional leadership may affect the innovative behaviour of the employees, but the development of such behaviour is mostly related to realizing the goals and tasks set beforehand.…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Leadership on Innovation: Evidence from the Hotel Industry

Vuković

Damnjanović

Papić-Blagojević

et al. 2018

Manage: J. Sustainable Bus. Manage, Solutions Emerging Econ.

View full text Add to dashboard Cite

Research Question: The paper investigated a relationship between innovation and transformational/transactional leadership, as well as the impact of these two leadership styles on innovation. Motivation: As there are small number of studies that have examined the impact of transformational and transactional leadership on innovations within the hospitality industry and in Serbia, the need for investigation is imposed. The paper draws on methodology and works of Bass and Avolio (1997), Hogan et al. (2011) and Nasution et al. (2011) which are, in this paper, applied to the context of hotel industry. The results of this study will expand theory in this field and it could be used as a significant practical guide for hotel management in order to achieve business improvement. Idea: In today's turbulent business environment the ability of the organization to innovate been the decisive factor of surviving, creating and maintaining competitive advantage on the market and also a critical factor in improving what the organization does. The aim of this research is to determine the predictive effect of transformational and transactional leadership on innovations within hotel industry in Serbia. Data: The study included 512 employees in 57 tree, four and five-star hotels in Serbia. Convenient sampling method was applied. The questionnaire used measured the attitude of the employees towards innovations and transformational and transactional leadership, as well as socio-demographic variables Tools: Data was prepared and analysed using statistical software IBM SPSS 24.0. Statistical data processing methods used in this paper are descriptive statistics, the reliability of the instrument, correlation and regression analysis. Findings: The research results show that both transformational and transactional leadership predict innovations, where transformational leadership style is a stronger predictor and better correlate with innovations. The results show that transactional leaders may also encourage innovativeness, but within the frames of the tasks already set. They can also motivate the employees by using different methods such as stimulative rewards, but that they are primarily focused on task execution. Contribution: The results can be used in making future decisions, measures and standards related to human resources management, as well as the development and promotion of innovative activities in hotels.

show abstract

“…Moreover, transformational leaders are considered leaders who positively foresee future scenarios for their organizations, primarily engaging in improving employees' self-confidence while helping them realize their potential, communicating an achievable mission and vision of the organization to employees, cooperating with employees to identify their needs, and collaboratively working to satisfy their needs (İşcan, Ersarı, & Naktiyokc, 2014;Peterson, Walumbwa, Byron, & Myrowitz, 2009).…”

Section: Transformational Leadershipmentioning

confidence: 99%

The Effect of Leadership Styles and the Mediating Role of the Quality of Work-Life on Employee Job Performance in Vietnamese Enterprises in Ho Chi Minh City

Vuong¹,

Rajagopal

Singh

et al. 2019

Management Dynamics in the Knowledge Economy

View full text Add to dashboard Cite

Employees' satisfaction at work plays an essential role in enterprises performing effectively and sustainably developing. Encouraging and creating a professional work environment for employees to have favorable working conditions are necessary for helping them prove their abilities. Therefore, this paper analyses the leadership styles (LS) and the mediating role of quality of work-life (QWL) towards employee job performance (EJP). The researcher collected 401 samples in Ho Chi Minh City to analyze and verify the research model. From the findings, it is evident that there is a significant relationship between the LS and the mediating role of QWL towards EJP. Based on the results of the empirical study, the researcher recommends that administrators and scholars refer to and study this result in planning the managerial policies in human resources to help employees feel satisfied with their jobs.

show abstract

Effect of Leadership Style on Perceived Organizational Performance and Innovation: The Role of Transformational Leadership Beyond the Impact of Transactional Leadership – An Application among Turkish SME's

Cited by 48 publications

References 30 publications

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Impact of Leadership on Innovation: Evidence from the Hotel Industry

The Effect of Leadership Styles and the Mediating Role of the Quality of Work-Life on Employee Job Performance in Vietnamese Enterprises in Ho Chi Minh City

Contact Info

Product

Resources

About