The Effect of Transformational Leadership Styles towards Managing Knowledge Assets

Hassan, Hazlina; Hamzah, Noradiva; Saleh, Norman Mohd; Kamaludin, Amrizah

doi:10.17576/ajag-2019-11-15

Cited by 3 publications

(4 citation statements)

References 21 publications

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“…However, some of the overall findings did vary from the literature, including the predictive relationship between transactional leadership and ISRM effectiveness. This study's findings were in disagreement with Armstrong and Sambamurthy (1999) seminal research, research by Hassan et al (2019) as well as research by Apollonia and Ihagh (2016) that emphasized the role of the transformational leadership style in IT versus the transactional leadership style.…”

Section: Recommendations For Researcherscontrasting

confidence: 99%

“…Overall, the literature has verified FRLT and its explanatory power. In addition, the components of transformational leadership appear to be a good fit for the governance of big data (Hassan et al, 2019). However, with the rapidly evolving digital economy, there remains a gap in the literature as to precisely how the alignment of the governance of big data and CTOs leadership styles relate to each other in the changing digital economy.…”

Section: Contributionmentioning

confidence: 99%

“…Armstrong and Sambamurthy (1999) seminal research indicating that organizations that exhibited transformational Information Technology (IT) vision (in contrast to transactional vision) had more effective executive IT leadership. Also, research by Hassan et al (2019) indicated a strong relationship between the transformational leadership style and IT effectiveness (not the transactional leadership style). Similarly, Apollonia and Ihagh (2016) link information security outcomes with governing bodies and transformational leadership with decreased information security risks (not transactional leadership).…”

Section: Interpretation Relative To Overall Research Questionmentioning

confidence: 99%

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An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness

Block¹,

Munkeby²,

Sambasivam

2021

IISIT

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Aim/Purpose: Board of Directors seek to use their big data as a competitive advantage. Still, scholars note the complexities of corporate governance in practice related to information security risk management (ISRM) effectiveness. Background: While the interest in ISRM and its relationship to organizational success has grown, the scholarly literature is unclear about the effects of Chief Technology Officers (CTOs) leadership styles, the alignment of the governance of big data, and ISRM effectiveness in organizations in the West-ern United States. Methodology: The research method selected for this study was a quantitative, correlational research design. Data from 139 participant survey responses from Chief Technology Officers (CTOs) in the Western United States were analyzed using 3 regression models to test for mediation following Baron and Kenny’s methodology. Contribution: Previous scholarship has established the importance of leadership styles, big data governance, and ISRM effectiveness, but not in a combined understanding of the relationship between all three variables. The researchers’ primary objective was to contribute valuable knowledge to the practical field of computer science by empirically validating the relationships between the CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness. Findings: The results of the first regression model between CTOs leadership styles and ISRM effectiveness were statistically significant. The second regression model results between CTOs leadership styles and the alignment of the governance of big data were not statistically significant. The results of the third regression model between CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness were statistically significant. The alignment of the governance of big data was a significant predictor in the model. At the same time, the predictive strength of all 3 CTOs leadership styles was diminished between the first regression model and the third regression model. The regression models indicated that the alignment of the governance of big data was a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness. Recommendations for Practitioners: With big data growing at an exponential rate, this research may be useful in helping other practitioners think about how to test mediation with other interconnected variables related to the alignment of the governance of big data. Overall, the alignment of governance of big data being a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness suggests the significant role that the alignment of the governance of big data plays within an organization. Recommendations for Researchers: While this exact study has not been previously conducted with these three variables with CTOs in the Western United States, overall, these results are in agreement with the literature that information security governance does not significantly mediate the relationship between IT leadership styles and ISRM. However, some of the overall findings did vary from the literature, including the predictive relationship between transactional leadership and ISRM effectiveness. With the finding of partial mediation indicated in this study, this also suggests that the alignment of the governance of big data provides a partial intervention between CTOs leadership styles and ISRM effectiveness. Impact on Society: Big data breaches are increasing year after year, exposing sensitive information that can lead to harm to citizens. This study supports the broader scholarly consensus that to achieve ISRM effectiveness, better alignment of governance policies is essential. This research highlights the importance of higher-level governance as it relates to ISRM effectiveness, implying that ineffective governance could negatively impact both leadership and ISRM effectiveness, which could potentially cause reputational harm. Future Research: This study raised questions about CTO leadership styles, the specific governance structures involved related to the alignment of big data and ISRM effectiveness. While the research around these variables independently is mature, there is an overall lack of mediation studies as it relates to the impact of the alignment of the governance of big data. With the lack of alignment around a universal framework, evolving frameworks could be tested in future research to see if similar results are obtained.

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Section: Recommendations For Researcherscontrasting

confidence: 99%

Section: Contributionmentioning

confidence: 99%

Section: Interpretation Relative To Overall Research Questionmentioning

confidence: 99%

See 1 more Smart Citation

An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness

Block¹,

Munkeby²,

Sambasivam

2021

IISIT

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“…Nonaka and Takeuchi (1995) stated that "an organisation cannot create knowledge on its own without individuals". Therefore, knowledge assets comprise human (individuals, teams), structural (strategies, policies, processes, procedures) and technologies that support knowledge sharing (Hazlina et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

How well do organizations understand the knowledge that could be lost.

Mancilla

2022

IJMKL

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Purpose: The purpose of this study is to identify the type of knowledge considered the most critical knowledge available in each organizational management level, as well as the knowledge at-risk in Mexican organizations by the different management levels. Study design/methodology/approach: Data were collected by a structured questionnaire to employees of various organizations in different sectors established in Mexico, either SMEs or transnational companies established in Mexican territory. Our research includes more than 200 responses as a result of our survey. Findings: The findings of our research highlight that strategic/critical knowledge is considered one of the most important types of knowledge an organization has, also considered as being the knowledge with higher risk to be lost. Surprisingly most of the respondents in any organizational management level didn’t consider institutional knowledge to be important, which was unexcepted since many competitive advantages are based on this knowledge. Originality/value: There has been a lack of studies focused on the knowledge identification, transference, and leakage of the different types of knowledge the organizations have, specially the most critical and at-risk knowledge that could affect their productivity and efficiency. Therefore, our study seeks to identify the knowledge that could be at risk in each organizational management level as well as raise awareness of the knowledge that needs to be preserved in the organizations.

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The interaction effects of knowledge transfer on knowledge assets and innovative performance relationship

et al. 2020

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The purpose of the present study is to empirically test the relationship among knowledge assets, such as explicit and tacit knowledge on SMEs' innovative performance. Furthermore, the contingent effects of speed, reliability and accuracy of knowledge transfer are also tested on the relationship. In which the theoretical framework was used to explain the Nonaka's theory of knowledge creation and knowledge-based view theory. This is because the present study is conducted to evaluate a direct relationship between knowledge assets on innovative performance. Thus, the contingent effect of knowledge transfer on the aforementioned relationship was tested. In order to achieve the study aims, the used of a quantitative study was employed via online questionnaires sent to SMEs. Multiple regression and interaction effect tests were utilised using SPSS25 software. The findings revealed three important outcomes. Firstly, knowledge assets have positive relationship with innovative performance. Secondly, speed of knowledge transfer positively influences knowledge assets and innovative performance relationship. Thirdly, reliability and accuracy of knowledge transfer also positively influence knowledge assets and innovative performance relationship. This result demonstrates that with the right management of knowledge, especially in making sure that knowledge is transferred to the right people, innovative performance especially in SMEs can be elevated.

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The Effect of Transformational Leadership Styles towards Managing Knowledge Assets

Cited by 3 publications

References 21 publications

An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness

An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness

How well do organizations understand the knowledge that could be lost.

The interaction effects of knowledge transfer on knowledge assets and innovative performance relationship

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