Effects of transformational leadership and work engagement on managers’ creative performance

Juyumaya, Jesús; Torres, Juan Pablo

doi:10.1108/bjm-11-2021-0449

Cited by 23 publications

(13 citation statements)

References 57 publications

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“…For instance, a company needs to generate managers’ work engagement to perform better. Engaged managers are more creative in promoting an innovative climate for other employees and have better creative performance ( Juyumaya and Torres, 2023 ). Firms need to address these issues via diverse strategies, such as talent management, training and development, and incentive programs to handle manager work engagement in the workplace ( Asija and Ringov, 2021 ).…”

Section: Discussionmentioning

confidence: 99%

A managers’ work engagement framework for the digital tasks

Juyumaya

Torres

2023

Front. Psychol.

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Unlike much research on work engagement, there is not much literature focused on managers that discuss their job demands and resources related to digital challenges in today’s organizations. Grounded in the JD-R model and considering the current digital world context, we build four research propositions and offer a work engagement framework that considers the boundary conditions of digital managerial tasks. Our conceptual framework relates the new job demands and resources to digital managerial tasks: digital adoption tasks and digital business model tasks. This conceptual article has theoretical and practical implications for organizational psychology, organizational behavior, and strategic management scholars and practitioners interested in studying managers’ work engagement and digital managerial tasks.

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Section: Discussionmentioning

confidence: 99%

A managers’ work engagement framework for the digital tasks

Juyumaya

Torres

2023

Front. Psychol.

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“…. Scholars such asLu et al (2022),Aboramadan et al (2022),Jahangir et al (2023),Zaman and Ansari (2023), andJuyumaya and Torres (2023) have confirmed the positive and significant connection between work engagement and innovative behaviour, business growth, and subjective business success in various contexts. Furthermore, empirical evidence fromGorgievski et al (2013) reveals a significant positive effect of work engagement on job performance based on a sample of 180 individuals.…”

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confidence: 90%

Job Performance Prognosis: Evaluating Work Engagement, Workaholism, and Self-Efficacy

Abdelwahed,

Doghan,

Bhatti

et al. 2023

J. of Law and Sust. Develop.

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Purpose: The present study attempts to investigate work engagement, workaholism and self-efficacy towards entrepreneurial performance among the entrepreneurs of Saudi Arabia. Theoretical framework: The study integrates work engagement, workaholism, and self-efficacy in predicting job performance. Besides, the relationship between self-efficacy and work engagement in the presence of workaholism and job performance has yet to be thoroughly explored. Design/Methodology/ Approach: The study is quantitatively based on cross-sectional data. A survey questionnaire is applied to get a response from the entrepreneurs through snowball sampling. In total, 450 survey questionnaires were distributed. In return, we received 280 with a response rate of 62%. Findings: By employing the structural equation model (SEM), the study found a significant effect of work engagement on innovative behaviour, business growth and subjective business success. Further, self-efficacy significantly predicts innovative behaviour, business growth, subjective business success and work engagement. On the other hand, workaholism has a significant negative predictor of innovative behaviour, business growth, and subjective business success. Research, practical and social implications: The empirical proof of the study would deepen the new insights for the conceptualization of entrepreneurship performance in a developing context. The study may fill the gaps at a global level for understanding the factors of entrepreneurship performance among entrepreneurs. Originality/ value: The definite link between self-efficacy and work engagement may offer new insight into the entrepreneurship and management literature. The outcomes of the study offer a shred of empirical evidence for entrepreneurial performance through work engagement, workaholism and self-efficacy.

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“…Transformational leaders tend to change individuals and organisations considering their values, ethics, standards as well as long term goals. Transformational leaders are characterised by their ability to create a compelling vision, stimulate intellectual growth, encourage creativity, and promote a sense of shared purpose and commitment among their followers (Bass & Riggio, 2006;Juyumaya & Torres, 2023). According to Bass and Riggio (2006) the key components of transformational leadership include: i.…”

Section: Overview Of Transformational Leadershipmentioning

confidence: 99%

Effect of transformational leadership on employee resistance to change at eThekwini automobiles

Chukwuma,

Zondo

2024

IJRBS

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Transformational leadership and employee change resistance have been studied extensively. However, no systematic attempt has been made to reframe those findings in light of leaders' inspirational drive. The sample size of 170 participants from eThekwini automobile dealership organisations indicated that employees' intention to resist change was negatively associated with their managers' transformational leadership style focused on inspirational motivation. Transformational leadership's impact on employee resistance to change at eThewkini Automobiles in KwaZulu-Natal is examined through a leader's inspirational motivation. Inspirational motivation reduced staff resistance to change at these car companies, according to the transformational leadership tool multi-leadership questionnaire (MLQ). Various branches of 6 major automobile companies in eThekwini, KwaZulu-Natal, South Africa were considered for this study. The study included 170 of 270 individuals. Both descriptive and correlational analysis were employed to test study objectives. The study found that inspirational motivation mediates the relationship between transformational leadership and employee resistance to change because transformational leadership reduces resistance, improves commitment, and embraces change. Inspirational motivation mediates transformational leadership in organisational change management, according to the study. The study suggests that management use inspiring motivation to promote change management acceptability and commitment to change and reduce employee resistance to change.

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Effects of transformational leadership and work engagement on managers’ creative performance

Cited by 23 publications

References 57 publications

A managers’ work engagement framework for the digital tasks

A managers’ work engagement framework for the digital tasks

Job Performance Prognosis: Evaluating Work Engagement, Workaholism, and Self-Efficacy

Effect of transformational leadership on employee resistance to change at eThekwini automobiles

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