The effect of transformational leadership on the profitability of Finnish firms

Brandt, Tiina; Laitinen, Erkki K.; Laitinen, Teija

doi:10.1108/ijoa-03-2014-0744

Cited by 27 publications

(24 citation statements)

References 38 publications

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“…Mao and Long [58] proved that transformational leadership positively and significantly predicted organizational performance. Brandt et al [59] reported that transformational leaders could stimulate organizational members to anticipate changes of the external environment and to adapt to them in order to improve the organizational profitability. Besides, there was also empirical evidence suggesting the role of transactional leadership.…”

Section: Ambidextrous Leadership and Sustainability-based Project Permentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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Section: Ambidextrous Leadership and Sustainability-based Project Permentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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“…Meanwhile multifactor Leadership questionnaire (MLQ) is the widely known instrument that measure transformational leadership and has been employed in studying leadership styles in numerous institutions which yielded better results in comparison with other instruments [42].…”

Section: Multifactor Leadership Questionnaire (Mlq)mentioning

confidence: 99%

Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

Agha¹,

Ragheb²,

Shawky³

2019

OALib

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The successful implementation of an enterprise resource planning (ERP) system has been described as a challenging strategic initiative for many organizations in varied business settings and different organizational cultures. During the past two decades, there has been massive investment in adopting ERP system, in addition to a substantial increase in focusing on the importance of users' acceptance of utilizing such technological technique. Despite the many advantages of successful installing of ERP system demonstrated in literature but still the failure rate of ERP projects is remarkably high. Leaders of ERP implementation projects have the challenge of displaying effective leadership skills and traits to justify strategic and operational decisions taken during implementation of ERP system. To provide better understanding of what may positively influence a successful implementation of ERP system, this research study is an attempt to investigate whether leadership style especially transformational leadership has a significant impact on successful implementation of ERP systems. The theory of transformational and transactional leadership was the foundations for the researched leadership style in this study. A quantitative, non-experimental correlational empirical research strategy examined the degree of significance of the direct relationship between the independent variable of transformational leadership style and the dependent variable, perceived as ERP success. Projects' leaders, executives, information technology, business managers, and end users who involved in adopting and using ERP system within their Egyptian organizations representing various business settings, were the targeted population of this research. Structural Equation Modeling (SEM) was conducted to test the research hypotheses and analyze the findings and results. The results of the study supported the existence of a significant relationship between transformational leadership style and successful implementation of ERP system.

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“…Seperti yang dijelaskan oleh Balthazard et al (2009)dan Lievens et al (1997) Selain itu, dalam beberapa tahun ini juga kepemimpinan transformasional dianggap sebagai kepemimpinan yang paling efektif dan sesuai dengan karyawan (Birasnav, 2014). Menurut Burns yang dikutip oleh Brandt, et al(2016) menyatakan bahwa kepemimpinan transformasional merupakan suatu transformasi dimana atasan dalam hal ini pemimpin dan bawahan terlibat dalam proses saling memacu satu sama lain, dengan tujuan untuk mencapai tingkat yang lebih tinggi dalam moralitas dan motivasi. Bass (2003) melaporkan bahwa pemimpin transformasional lebih condong untuk menunjukkan atribut karisma yang saling menguatkan, motivasi inspirasional, stimulus intelektual, dan pertimbangan individu.…”

Section: Pendahuluanunclassified

“…Bass (2003) melaporkan bahwa pemimpin transformasional lebih condong untuk menunjukkan atribut karisma yang saling menguatkan, motivasi inspirasional, stimulus intelektual, dan pertimbangan individu. Disisi lain, Brandt et al, (2016) mengungkapkan bahwa pemimpin transformasional memiliki inisiatif untuk menyalurkan kepentingan pribadi pengikut mereka untuk kebaikan kelompok dan organisasi. Selain itu, pemimpin transformasional mampu memotivasi karyawan dengan mendapatkan rasa hormat dan kepercayaan mereka, pada saat yang sama juga dapat mendukung/ mendorong karyawannya untuk bekerja dengan cara yang efisien untuk mencapai tujuan dari pemimpin mereka (Robbins et al, 2009).…”

Section: Pendahuluanunclassified

“…Pada pengujian hipotesis ditemukan bahwa a transformational leadership memiliki pengaruh positif dan signifikan terhadap job performance karyawan. Kepemimpinan transformasional ini diyakini sebagai suatu transformasi dimana atasan dalam hal ini pemimpin dan bawahan terlibat dalam proses saling memacu satu sama lain, dengan tujuan untuk mencapai tingkat yang lebih tinggi dalam moralitas dan motivasi (Brandt et al, 2016). Tidak dapat dipungkiri bahwa kepemimpinan ini merupakan salah satu kekuatan dan pendorong utama untuk meningkatkan kinerja (Zhu et al, 2005).…”

Section: Pembahasanunclassified

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Kepemimpinan Transformasional dan Efikasi Diri Terhadap Kinerja Karyawan

Muzakki

Pratiwi

2019

j.ilm.manaj.dan.n.a

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Tujuan penelitian ini adalah untuk mengetahui pengaruh secara parsial dan simultan transformational leadership dan self-efficacy terhadap job performance. Sampel pada penelitian ini adalah karyawan pada PT. Panca Mitra Multiperdana. Teknik pengambilan sampling yang digunakan dalam penelitian ini adalah random sampling dengan jumlah sampel yang diambil sebanyak 128. Sedangkan, untuk pengumpulan data kami menggunakan kuesioner yang telah di uji validitas dan reliabilitasnya. Teknik analisis data yang digunakan dalam penelitian ini adalah analisis regresi linier berganda. Disisi lain, Temuan penelitian ini mengungkapkan bahwa secara parsial konstruk transformational leadership dan self-efficacy memiliki pengaruh positif dan signifikan terhadap job performance. Selain itu, secara simultan kedua konstuk job performance tersebut juga memiliki pengaruh secara positif dan signifikan.

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The effect of transformational leadership on the profitability of Finnish firms

Cited by 27 publications

References 38 publications

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

Kepemimpinan Transformasional dan Efikasi Diri Terhadap Kinerja Karyawan

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