Strengthening Managerial Innovation Behavior in the SMEs

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To stay competitive and viable in today's rapidly evolving and highly hostile market climate, companies need to concentrate more on innovation. In this regard, the specific quality of transformational leadership has been strongly linked to organizational innovativeness. However, the purpose of this study is to examine the relationship between transformational leadership and the innovation behavior of employees. The literature review developed in the current study is fundamentally centered on how transformational leaders value innovation by facilitating organizational learning to foster innovative behavior among employees. Corporate social responsibilities as an organizational level factor that can drive employee attitudes were also examined as a moderating effect in this relationship. The rationale of the relationship of the variables is supported by both transformational leadership theory (TFL) and social exchange theory (SET). Data were collected from corporate social responsibility engaged SMEs operating in Rwanda. Using Cranach’s alpha reliability and validity were tested while structural equation modeling (SEM) was used in analyzing data. The findings of this study intend to fill some gaps in the current literature such as the introduction of CSR in the relationship between top managerial level leadership, organizational learning, and innovation behavior of employees, also introducing SET to explain such important relationship

Predicting innovative work behaviors through transformational leadership

Gashema

2021

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Design of Excellent Service Model on Department of Population and Civil Registration In City of Metro, Indonesia

Barusman¹,

Margono²,

Redaputri³

2019

The purpose of this study is "Designing an excellent service model on Population and Civil Registration Service in the city of Metro ". The conclusions obtained from this study are (1) Problems in excellent service at Population and Civil Registration Service in the city of Metro based on their nature are divided into two types, which is uncontrolled (missed) and which is controlled (difficult). Uncontrolled problems are problems that should not need to exist, but they appear as an unavoidable problem whereas problems that are controlled are problems whose level of difficulty can be controlled. (2). The focus of service in population administration services in an institutional model emphasizes speed and convenience and does not pay attention to the simplicity of requirements and so to improve its quality it is necessary to pay attention to safety factors. (3) There are still many brokers in the services of the city of Metro Population and Civil Registration Service due to lack of supervision from the relevant agencies, not yet clear the application of Procedure Service Standards as well as the lack of socialization to the public about the service rates and service procedures. Keywords: Excellent Service Model; Soft Systems Methodology

How Transformational Leadership Fuels Employee’s Creative Performance Behaviors in the Workplace?

Gashema

2019

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Supervisory transformational leadership behavior is attracting a widespread interest due to its fundamental quality that spurs subordinate confidence and optimism in the workplace. Although, despite the mounting evidence that links transformational leadership to different organizational and individual innovative outcomes, it is not yet been documented whether transformational leadership (TFL) can strengthen employee's creative performance behavior in the workplace. Recently, Successful entrepreneurs thrive under competitive pressures in today's high customer sensitivity to quality and innovative services. Hence, it's now clear that workplace creativity would be a potential solution for driving business success today. Although, the vital role of supervisory transformational leadership behavior in enhancing creative performance behavior of employees has not been dealt with in depth. However, the present paper aims to validate the potential and possible relationship between supervisory transformational leadership style and employee's creative performance behavior in the workplace. To prove or disprove the assumptions underlined in this study, a cross-sectional research design, was conducted using data from 14 commercial banks operating in Rwanda (412 of total respondents). A variety of methods and tools were employed to examine the relationship between the variables hypothesized in this study. We conducted CFA in SEM-Amos, mean and standard deviation using SPSS and also Hayes macro process to measure the possible effect of each variable in this model. The overall results support our hypothesized model. In this regard, we believe that we have obtained comprehensive results proving and validating the usefulness of our hypothetical model.