The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination

Pawar, Badrinarayan Shankar; Eastman, Kenneth K.

doi:10.2307/259225

Cited by 174 publications

(175 citation statements)

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“…We find that a charismatic leadership style (Bass, 1985;Pawar & Eastman, 1997;Conger & Kanungo, 1998;Waldman & Yammarino, 1999;Judge & Piccolo, 2004;Nemanich & Keller, 2007) is the one most related to target EPS. EMMs in which leadership is charismatic and closely involved in target management are likely to have a positive impact on target EPS.…”

Section: Discussionmentioning

confidence: 78%

“…In fact successful integration of mergers hinges on a competent leaderships style that facilitate expectations, cultural adjustment, talent retention and employees' psychological safety during M&As integration stage (Kavanagh & Ashkanash, 2006;Nemanich & Vera, 2009;Waldman & Javidan, 2009;Zhang et al, 2015;Rao-Nicholson et al, 2016). The leadership style alternatively referred to as charismatic (Conger & Kanungo, 1998;Waldman & Yammarino, 1999), transformational (Bass, 1985;Pawar & Eastman, 1997;Judge & Piccolo, 2004;Nemanich & Keller, 2007;Vasilaki, 2011a), visionary (Sashkin, 1988) or inspirational, will be examined along with the transactional and laissez faire ones for their impact on EMM cross-border acquisitions; for simplicity, we will refer to the main style under study as 'charismatic'.…”

Section: Leadership Stylementioning

confidence: 99%

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The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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This paper examines the impact of leadership on organizational ambidexterity and employee psychological safety based on a sample of 105 global acquisitions of emerging market multinationals. The findings suggest that, compared to the transactional and laissez faire ones, the charismatic leadership style is more significantly related with organizational ambidexterity and employee psychological safety. The results also suggest that transactional leadership is more positively related to ambidexterity and employee psychological safety than 2 laissez faire leadership. In addition, organizational ambidexterity is directly and positively associated with employee psychological safety. The implications of these results for both research and practice are discussed in the paper.

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Section: Discussionmentioning

confidence: 78%

Section: Leadership Stylementioning

confidence: 99%

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…In the field of leadership, the calls to study leader-context interplay are increasing in recent years (Porter & McLaughlin, 2006). Specifically in the TL literature, Pawar and Eastman (1997) argue that organizational context influences organizational receptivity (i.e., organizational members' responsiveness) to TL and studies should incorporate the effects of different contextual factors in order to better grasp this leadership style. The aim of the present study is to address these gaps and shed light on the intricacies of leadership by studying span of control as a contextual variable.…”

Section: The Moderating Role Of Span Of Controlmentioning

confidence: 99%

“…Organizational context is a major variable influencing behavior at the workplace (Johns, 2006) and leadership behavior and outcomes, specifically (Pawar & Eastman, 1997;Porter & McLaughlin, 2006). Johns (2006) defines context as "situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables" (p.386).…”

Section: The Moderating Role Of Span Of Controlmentioning

confidence: 99%

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Gumusluoğlu

Karakitapoğlu‐Aygün

Hirst

2013

Journal of Business Research

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This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers.

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“…To date, the literature on HR practices has evolved separately from that on distributed leadership, with little synergy between the two. Acquirer leadership (Bass, 1985, Pawar and Eastman, 1997, Conger and Kanungo, 1998, Waldman and Yammarino, 1999, Judge and Piccolo, 2004, Nemanich and Keller, 2007, Sosik and Dinger, 2007 can moderate the effect of formalized HR practices on organizational ambidexterity in the post-acquisition period (Kaplan andKaiser, 2003, Hirak, Peng, Carmeli andSchaubroeck, 2012).…”

Section: Introductionmentioning

confidence: 99%

The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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This paper investigates the effect of human resource practices on organizational ambidexterity in cross-border mergers and acquisitions. Previous research suggests that human resource practices play an important role in improving organizational performance, but that there may be contingency factors that interact with human resource practices, leading to different performance outcomes. We focus on one such potential contingency factor: distributed leadership as a key moderator that interacts with human resource practices, leading to organizational ambidexterity in cross-border mergers and acquisitions. We examine 84 deals of emerging economies cross-border mergers and acquisitions. We found that human resource practices positively influence the acquired firms' ambidexterity, but when we take into account the contingent role of distributed leadership, the effect of human resource practices becomes much stronger, indicating the importance of distributed leadership as a key variable that can explain variations in the success of cross-border mergers and acquisitions. The findings have important implications for international human resources management practices in the acquired subsidiaries and for individual leadership styles adopted by parent firms during the post-acquisitions period.

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The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination

Cited by 174 publications

References 0 publications

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals

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