Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

Allen, Stephanie Lutz; Smith, Joseph E.; Silva, Nancy Da

doi:10.1002/nml.21078

Cited by 56 publications

(40 citation statements)

References 77 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As the interaction between leaders and followers is essential for successful change phase (Kotter, 1995), however, in laissez-faire leadership, there exists minimum interaction between leaders and followers (Northouse, 2007). Therefore, laissez-faire leadership negatively affects the change process, particularly in non-profit organizations (Lutz Allen et al, 2013). Hence, individuals with laissezfaire leadership behavior will negatively affect OCC.…”

Section: Discussionmentioning

confidence: 99%

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

et al. 2016

View full text Add to dashboard Cite

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees' trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees' trust. Moreover, an insignificant relationship was found between transactional leadership and employees' trust, whereas laissez-faire and employees' trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees' trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees' trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

show abstract

Section: Discussionmentioning

confidence: 99%

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

et al. 2016

View full text Add to dashboard Cite

show abstract

“…First, the results of our study extend our understanding of the effects of TL. The previous research mostly examines TL in the organizational context and focuses on the organizational outcomes such as organizational change (for example, Lutz Allen, Smith, and DaSilva ). However, the TL research in higher education, specifically within the context of collectivist cultures, is limited.…”

Section: Discussionmentioning

confidence: 99%

Different Pathways from Transformational Leadership to Job Satisfaction

Yıldız

Şimşek

2016

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals' attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self-efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership-satisfaction relationship. This study investigated the mediating effects of trust and self-efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self-efficacy. The mediator effect of trust was shown to be stronger than self-efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.

show abstract

“…As such, innovation in the human service organization can be of greater importance and value than in other social organizations (Drucker, 1995;Mano, 2010). Because of this importance of organizational innovation for nonprofit human service organizations, studies have investigated and reported determinants of innovation including organizational culture (Crossan & Apaydin, 2010;Jaskyte & Dressler, 2005), leadership (Jaskyte, 2004;Lutz Allen, Smith, & Da Silva, 2013;Shin & McClomb, 1998), internal organizational properties-such as centralization and formalization (Jaskyte, 2011;Shin & McClomb, 1998)external environmental pressures or turbulence (Gummer, 1989), and organizations' general characteristics such as size (Jaskyte, 2013;Jaskyte & Dressler, 2005) and the age of the organization (Shin & McClomb, 1998).…”

Section: Introductionmentioning

confidence: 99%

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Junseob

Choi

2019

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.

show abstract

Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

Cited by 56 publications

References 77 publications

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

Different Pathways from Transformational Leadership to Job Satisfaction

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Contact Info

Product

Resources

About