The Effect of Transactional Leadership on Innovative Work Behavior: Testing the Role of Knowledge Sharing and Work Engagement as Mediation Variables

Udin, Udin; Dananjoyo, Radyan; Isalman, Isalman

doi:10.18280/ijsdp.170303

Cited by 36 publications

(53 citation statements)

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“…This finding is in line with Dirani et al [29], who believed that when leaders use a transformational approach, corporate leaders can express their vision for the company's future, and EE improves. These findings are similar to those of Udin et al [4] and Ismail et al [21], who conducted their research in a virtual environment. According to Avolio et al [31], transformational leaders generate trust and loyalty in followers by bringing an individualistic orientation.…”

Section: Discussionsupporting

confidence: 92%

“…The study theoretically supports the value of SET in terms of EE. Employee engagement has been identified as a mediator in SET [4]. Secondly, this study fills the gap by incorporating EE as a mediating variable in the relationship between leadership styles (transformational, transactional, and LF) and EP.…”

Section: Theoretical Implicationsmentioning

confidence: 97%

“…This leader prioritises work standards, assignments, and taskoriented goals [15]. In transactional paradigms, follower engagement with the organization and its vision or goals is relatively low [4]. There is a notable missing link between transactional leadership style and EE.…”

Section: Leadership Styles and Engagementmentioning

confidence: 99%

“…Leadership is a factor affecting workers' quality; EP and an organization's ability to adapt to change are primarily determined by the leadership [3]. The relationship between leaders and subordinates and how leaders guide their subordinates towards accomplishing corporate goals is referred to as leadership [4]. Without effective leadership, the organization may fall apart, and organizational goals are unlikely to be sufficient.…”

Section: Introductionmentioning

confidence: 99%

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Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator

Mohammad¹,

Menhat²,

Zaideen³

et al. 2022

IJSDP

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The purpose of this article aims to examine perceptions of employee engagement (EE) among petroleum retailing sector supervisors as a possible mediator between leadership styles (transformational, transactional, and laissez-faire) and employees’ performance (EP). We proposed a mediation model and postulated that leadership styles (LS) could increase perceptions of EE, which theoretically correspond to the three styles of leadership: transformational leadership (TSFL), transactional leadership (TSCL), and laissez-faire (LF). Subsequently, EE is linked to leadership styles and EP in keeping the extant body of social exchange theory (SET) research. In this study, a model developed based on survey research is used. Data was collected from 425 supervisors in the petroleum retailing sector in Jordan. The partial least squares (Smart-PLS) analysis is used to run the measurement and structural models. The findings show that leadership styles (transformational and transactional) are significantly and positively related to EP. In addition to the non-significantly relationship between LF leadership and EP. On the other hand, EE is not mediate the relationship between TSCL and EP.

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Section: Discussionsupporting

confidence: 92%

Section: Theoretical Implicationsmentioning

confidence: 97%

Section: Leadership Styles and Engagementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator

Mohammad¹,

Menhat²,

Zaideen³

et al. 2022

IJSDP

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“…The literature review by Alblooshi et al (2020) found that various leadership styles influence the organizational climate, employee and leadership behavior, learning, and knowledge sharing and directly or indirectly contribute to organizational innovation. Previous studies on leadership and employee innovation revolve around transactional and transformational approached to leadership and established a positive impact of transformational leadership on employees innovation (Sutardi et al, 2022) and a negative effect on transactional leadership (Tian et al, 2018), but with few exceptions (Udin et al, 2022b).…”

Section: Role Of Cip Leadership In Employee Innovative Work Behaviormentioning

confidence: 99%

From Conventional to Outstanding Leadership: Exploring Role of CIP Leadership in Innovative Work Behavior (IWB)

Mursaleen

Parveen²,

Shahzad³

2022

ojs

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One important question in today’s corporate world: Which leadership style is more effective in running a successful enterprise? Previously, the research on the effectivity of transformational and transactional leadership styles was limited due to the mere comparison of one’s effectivity over the other. However, the single leadership approach may not yield more incredible benefits. The present study intends to explore the combination of leadership styles that are more effective in handling ill-defined problems. The study intends to explain the unique combination of future-focused charismatic, past-focused ideological, and present-focused pragmatic leadership in creating a conducive environment for knowledge creation and subsequent employees’ innovative work behavior (IWB). The software developers in IT companies registered under Pakistan Software Export Board make up the study population. The research comprised quantitative data collected from four cities in Pakistan: Karachi, Lahore, Islamabad, and Rawalpindi, using a purposive sampling approach. PLS-SEM has been used for the analysis of 362 responses. The results found a positive relationship between charismatic and pragmatic leadership and employee IWB; however, the effect was insignificant for ideological leadership. The study found a positive association between Charismatic, Ideological, and Pragmatic (CIP) leadership and employees’ Knowledge Creation. An indirect relationship was observed for mediation analysis and found significant positive mediation of employees’ knowledge creation between CIP leadership and employees’ IWB. The findings depicted that there is no fit-for-all approach to leadership, and a context-specific CIP leadership approach may serve the best. The IT sector may yield more advantages from the study as the success of the software projects is based on IT professionals’ knowledge and innovative behavior. The present study has novelty as it is the first to explain the role of CIP leadership in employee IWB in the IT industry. Moreover, also novel in explaining the mediation of Knowledge creation between CIP leadership and employees’ IWB.

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Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

2023

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Leadership is an essential antecedent to talent development and engagement, but there is a dearth of literature related to transactional or transformational leadership and talent management (TM). The paper investigates the impact of transactional and transformational leadership on talent engagement and the mediating role of talent development between them. Based on a cross‐sectional survey of 450 employees, the study employs structural equation modeling using social exchange theory as a lens to test the hypothesized relationship among transactional leadership, transformational leadership, talent development and engagement. The results confirmed that transactional leadership is positively related to talent engagement and development while transformational leadership is neither associated with talent engagement nor talent development. Moreover, talent development mediates the relationship between transactional leadership and talent engagement. The study outcomes are helpful to managers and leaders in comprehending the significance of transactional leadership in developing and engaging talents.

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The Effect of Transactional Leadership on Innovative Work Behavior: Testing the Role of Knowledge Sharing and Work Engagement as Mediation Variables

Cited by 36 publications

References 0 publications

Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator

Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator

From Conventional to Outstanding Leadership: Exploring Role of CIP Leadership in Innovative Work Behavior (IWB)

Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

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