Transformational Leadership across Cultures: Follower Perception and Satisfaction

Caza, Arran; Caza, Brianna Barker; Posner, Barry Z.

doi:10.3390/admsci11010032

Cited by 12 publications

(14 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This research confirms the positive correlation between TF and OP in a developing country context, with OC playing a mediating role (Sakulkijkarn and Khanthong, 2022). The results of this research are twofold: first, it provides empirical evidence that OC mediates the relationship between TF and OP (Phuc Nguyen et al, 2023), and second, TF drives OC positively (Caza et al, 2021).…”

Section: Findings and Discussionmentioning

confidence: 94%

“…The previous effect works better in the first phases of company or entrepreneurship growth; still, the leader is responsible for establishing an updated OC once the company needs to shift its long-term strategies (Phuc Nguyen et al, 2023). It is worth noting that TF drives positive team behaviors, no matter what culture is established (Caza et al, 2021). Besides, TF influences an innovative culture (Zheng et al, 2019).…”

Section: Research Hypothesesmentioning

confidence: 99%

“…Empirical research has demonstrated that TF drives positively the OC (Caza et al, 2021). The entrepreneur's personal vision, motivation and subsequent organizational arrangements influence OC or the shift to a new sustainable OC (Assoratgoon and Kantabutra, 2023).…”

Section: Research Hypothesesmentioning

confidence: 99%

See 2 more Smart Citations

The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

Peña,

Caruajulca

2024

ARLA

View full text Add to dashboard Cite

PurposeConsidering the entrepreneurship nature and the high number of small and medium enterprises (SMEs) in the Latin American region, this study seeks to empirically test the relationship between organizational culture (OC), transformational leadership (TF) and organizational performance (OP) to support their long-term survival.Design/methodology/approachUnder a post-positivism paradigm, quantitative approach and correlational scope, this research analyzed the interrelationship between OC, TF and OP across Peruvian SMEs. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to test the hypotheses based on the responses of 276 SMEs’ top executives from the commerce, services, manufacturing, construction and agriculture industries.FindingsOC fully mediates the relationship between TL and OP. Although TF solely does not drive OP, the mediating effect of OC is crucial for SMEs’ long-term survival, especially considering their contribution to employment, poverty reduction and GDP in developing countries. Entrepreneurial transformational leaders inspire their followers to achieve goals, strive to develop individual skills, transmit confidence and leave aside their own interests to focus on the common goal of growing their entrepreneurship competitively.Originality/valueThe three variables under analysis have been applied to large companies and SMEs. However, this research enriches previous findings, highlighting the necessity for an adequate OC derived from an entrepreneur with TL, contributing to the survival of SMEs, whose results are critical for developing countries’ economies.

show abstract

Section: Findings and Discussionmentioning

confidence: 94%

Section: Research Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

Peña,

Caruajulca

2024

ARLA

View full text Add to dashboard Cite

show abstract

“…There is a general consensus that everyone finds transformative leadership gratifying. In reaction to transformative leadership conduct, followers everywhere reported similar levels of heightened satisfaction and also exhibited similar tendencies in their ability to identify such behaviour in their leaders (Kouzes and Posner, 2017;Van Dierendonck et al, 2017;Caza et al, 2021). Knowing from literature that leadership styles of the principal and the commitment of teachers in different perspectives are theoretically related in school education, the study has raised and tested the hypothesis.…”

Section: Review Of Literaturementioning

confidence: 99%

Transformational educational leaders inspire school educators’ commitment

Kareem,

Patrick,

Prabakaran

et al. 2023

Front. Educ.

View full text Add to dashboard Cite

IntroductionTransformational school leaders play an important role in promoting educational innovation and restructuring by creating a vision for the future, building a culture of collaboration, and empowering others to become leaders themselves. Through their leadership style, they inspire and motivate others to work towards a common goal, leading to positive change and growth within the educational system. The aim of this study is to measure the impact of transformational leadership on various types of commitment that school teachers have in Bengaluru, India.MethodsA survey was conducted using standardised instruments to measure the leadership style of principals and personal commitment of teachers. The data was collected from 1,173 school teachers through a questionnaire and analysed using SPSS V23 statistical software.ResultsThe study found that transformational leadership had a significant impact on the different types of commitment that teachers possess in school education. The three domains of commitment - commitment towards the institution, student development, and self-development - were positively influenced by transformational leadership.DiscussionTransformational school leaders play an important role in promoting educational innovation and restructuring by creating a vision for the future, building a culture of collaboration, and empowering others to become leaders themselves. This study provides evidence that transformational leadership has a positive impact on different types of commitment among school teachers in Bengaluru, India. Leaders of school management are advised to take into account the three domains of commitment of their teachers to facilitate organisational learning through more integrative methods.

show abstract

“…Responding to these shortcomings, Beugelsdijk and Welzel (2018) collapsed Hofstede's six dimensions of national culture into a three-dimensional framework consisting of the dimensions (1) Collectivism-Individualism, (2) Duty-Joy and (3) Distrust-Trust outlined in the following section. Beugelsdijk and Welzel (2018) used a substantially larger and more culturally diverse sample (across 110 countries) than previously studied, demonstrating its value and reliability (Caza et al. , 2021).…”

Section: The Relationship Between National Culture and Eoc Levels Of ...mentioning

confidence: 99%

Overconfidence among solo entrepreneurs: the role of national culture

Cieślik

Nolan

O'Hagan‐Luff

et al. 2023

JSBED

View full text Add to dashboard Cite

PurposeThis study investigates entrepreneurial overconfidence (EOC) levels among solo entrepreneurs at the country level. Although transitions from solo to employer entrepreneur are relatively rare, the solo self-employed have become an important source of potential job creation by virtue of the sharp increase in their numbers in the past two decades. When EOC levels are too high, job creation ambitions may be unrealistic and unrealised. Unrealised ambitions and business failure can lead not only to psychological and financial costs for the individual entrepreneurs involved, but at the societal level also to wasted government resources, and increased costs for the entrepreneurial ecosystem as a whole. Therefore, it is important to know more about the entrepreneurial overconfidence levels of solo entrepreneurs in different countries and their determinants.Design/methodology/approachUsing Global Entrepreneurship Monitor data for 71 countries over the period 2013–2016, the authors construct a new measure of entrepreneurial overconfidence of solo entrepreneurs and relate this to three recently developed indicators of national culture.FindingsThe findings indicate that EOC levels are positively related to Joy (versus Duty), and negatively related to Trust (versus Distrust). Finally, no significant relationship between entrepreneurial overconfidence and Individualism is found in the study (versus Collectivism).Research limitations/implicationsGiven the lack of literature examining the relationship between EOC levels and cultural variables hypotheses were developed using the existent body of knowledge in the area, which is at the early stage of development. The hypotheses derivation has used mostly theoretical arguments relating to the link between national culture and overconfidence of entrepreneurs in general, rather than relating specifically to solo entrepreneurs. The measure of EOC uses expectations of employment growth to proxy overconfidence, but other measures of entrepreneurial success may also be explored.Practical implicationsAs the hiring of employees can be a costly process (Coad et al., 2017), it is important that entrepreneurs have realistic expectations of what it requires to hire employees. This is especially the case for solo entrepreneurs since they do not have experience of hiring their own employees. This paper addresses such issues at an aggregate level by exploring what factors explain country differences in overconfidence levels of solo entrepreneurs.Social implicationsIt is worthwhile to distinguish between solo and employer entrepreneurs when studying their EOC levels, as the ambitions of these two types of entrepreneurs are different. Empirically, this study introduces a new measure of EOC tailored towards the solo self-employed.Originality/valueThis study contributes to entrepreneurship literature by expanding current knowledge on entrepreneurial overconfidence at the country level. Past research has studied EOC at the individual level, however limited research exists on the phenomenon of EOC from a country level perspective. This is important as unrealised entrepreneurial ambitions may not only create substantial costs for the individual entrepreneurs involved, it may also lead to substantial societal costs, including waste of government resources.

show abstract

Transformational Leadership across Cultures: Follower Perception and Satisfaction

Cited by 12 publications

References 51 publications

The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

Transformational educational leaders inspire school educators’ commitment

Overconfidence among solo entrepreneurs: the role of national culture

Contact Info

Product

Resources

About