What Matters most for museums? Individual and social influences on employees’ innovative behaviour

How transformational leadership influences museums’ performance: a contextual ambidexterity view

“…Unlike usual views of transformational leadership, usually associated with innovation or adaptability (Goulaptsi, Manolika, and Tsourvakas 2019), we suggest that transformational leadership can also contribute to organizational alignment. In fact, depending on the context and followers' interpretation, common dimensions of transformational leadership (identifying a vision, becoming a role model, promoting collective goals, establishing high performance expectations, providing individualised support; promoting intellectual stimulation) have the potential to engender contextual ambidexterity because they are an appropriate set for creating both alignment and adaptability.…”

“…Although transformational leadership is conceptualized as a multidimensional construct (Bass and Avolio 1995;Podsakoff et al 1990), we used a unidimensional measure because we suggest a global effect of transformational leadership on both alignment and adaptability. Additionally, recent research conducted in the museum context (Goulaptsi, Manolika, and Tsourvakas 2019) show that a well-known four-dimensional measure of transformational leadership (Bass and Avolio 1995) is best represented by a single factor. The scale by Carless et al (2000) includes seven items describing core transformational leadership behaviours, and we asked respondents to assess the frequency of each behaviour as exhibited by the museum's top manager (1= rarely or never; 7=very frequently if not always).…”