Transformational Leadership (original) (raw)
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Transformational Leadership Background Literature Review
Evolutionaries are people who lead companies, systems, industries, communities and even nations through transformative change. You can find Evolutionaries hidden inside organizations -often their role is on the periphery. They are the people in the Research and Development Department, the innovation labs, the skunk works, but there are other times when they are more central. We believe that time is now. As we emerge from the Great Recession, the economic landscape has changed. The game is different now, and it will
CEO transformational leadership and corporate social responsibility
2004
A chief executive officer (CEO) acting as the firm's transformational leader is typically viewed as instrumental to corporate entrepreneurship in established firms, but how exactly does a higher level of corporate entrepreneurship come about, given a transformational CEO's actions? We suggest that organizational ambidexterity can function as a core mediating mechanism between transformational CEOs and the observed level of corporate entrepreneurship and that the effectiveness of this mediating process varies as a function of critical contingencies related to characteristics of the top management team (TMT), the environment and the organization's design. Our empirical evidence, based on a sample of 145 Chinese private sector firms, and using three primary sources of data (145 CEOs, 506 TMT members, and 1,981 middle managers), provides support for a moderated mediation process. We find that the mediating pathway from transformational leadership to corporate entrepreneurship through organizational ambidexterity is not significant when boundary conditions are ignored. However, when environmental dynamism, TMT collectivism, and structural differentiation are included as moderators, CEO transformational leadership does affect corporate entrepreneurship via the creation and effective functioning of organizational ambidexterity.
Components of CEO Transformational Leadership and Corporate Social Responsibility
Journal of Management Studies, 2006
The overall purpose of this study is to apply transformational leadership theory to improve our understanding of the potential role of CEOs in determining the extent to which their firms engage in corporate social responsibility (CSR). We generate a theoretical argument for the existence of relationships between aspects of transformational leadership and CSR, which we test using data from 56 U.S. and Canadian firms. CEO intellectual stimulation (but not CEO charismatic leadership) is found to be positively associated with the propensity of the firm to engage in "strategic" CSR, or those CSR activities that are most likely to be related to the firm's corporate and business-level strategies. Thus, studies that ignore the role of leadership in CSR may generate imprecise conclusions regarding the antecedents and consequences of these activities. We conclude that there is a need for additional multidisciplinary research bridging micro-and macro-level conceptualizations of the role of leadership in CSR.
CEO transformational leadership and top management team performance: study from GCC
Emerald Publishing, 2018
Purpose-Various research studies have been carried out to study Chief Executive Officers' (CEOs') transformational leadership in driving organizational performance and success. Evidence shows that few studies were carried out on CEO transformational leadership and top management team (TMT) performance in Gulf Cooperation Council (GCC) region. Thus, this study aims to provide a unique contribution and the first of its kind to examine the CEO leadership-TMT performance link across GCC countries. Design/methodology/approach-In this study, the researchers approached 500 employees and 30 CEOs working in 30 different organizations operating in the GCC countries. The firms were selected conveniently from different industries located in the UAE, Saudi Arabia, Kuwait, Oman and Bahrain. The researchers used the PASW (SPSS) program to analyze the data. Findings-The findings show that psychological empowerment has no significant role in moderating the transformational leadership-TMT performance relationship. Internal support for innovation plays a significant role in mediating the relationship between transformational leadership and TMT performance. Research limitations/implications-The present study has not examined the behavioral aspects of CEO followers. Future research may study behavioral characteristics of the entire TMT. Originality/value-This study contributes to body of research that identifies CEO transactional leadership as perceived by the followers was found to be more important in predicting TMT performance than transformational leadership in the context of organizations located in GCC countries. Managerial implications and future research areas are further discussed.
The Art of Transformational Leadership: A Key to a High-Performance Company
The Journal of Values-Based Leadership, 2023
The purpose of this research is to explore how transformational leadership impacts organizational performance. We posit that transformational leadership is a significant indicator of organizational performance. This article suggests that executives who act as transformational leaders affect organizational outcomes. In particular, this article raises a vital question as to how managers can successfully contribute to performance at the organizational level. It highlights the potential consequences of applying transformational leadership. Transformational Leadership and Company Performance: Building on Previous Studies Four dimensions have been determined for transformational leadership, including idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Bass, 1999). Transformational leaders can positively enhance collaboration through idealized influence that develops relationships with subordinates throughout the organization. Collaboration is highly facilitated by diminishing isolation and providing opportunities for further dialogue (Darling, 1990). It can build a climate of openness for employees to link their individual-interests to collective-interests (Bass & Steidlmeier, 1999). A transformational leader also shows concern through individualized consideration by focusing on identifying employees' individual needs within companies. It can be argued that this concern for employees' individual needs can, in turn, contribute to their organizational commitment and inspire them to put extra effort into their jobs which
Journal of Applied Psychology, 2007
The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
Comparing Transformational Leadership in Successful and Unsuccessful Companies
sosyalarastirmalar.com
In this article, while it is attempted to describe the problem and its importance, transformational leadership is studied by considering leadership theories. Issues such as the definition of transformational leadership and its aspects are compared on the basis of the ideas of various connoisseurs and then it (transformational leadership) is examined in successful and less successful companies. According to the methodology, the method of research, assumptions, community and statistical sample are investigated and research findings are analyzed by using descriptive and deductive statistical methods in the framework of analytical tables. Finally, our conclusion is provided by considering the results of statistical tests. The final result shows that there is more transformational leadership in successful companies than unsuccessful ones.
Impact of transformational leadership and corporate governance on business performance
2017
Transformational leadership has some important implications for individuals, groups and companies. Corporate governance is a framework concept that helps companies to meet the new conditions introduced by globalisation. Companies are trying to be competitive through their leadership and corporate governance practices. This study aims to determine the impact of transformational leadership and corporate governance on business performance. Research hypotheses were drawn from the related literatures and tested through the data collected from managers selected from top managers of 91 companies which are listed in the biggest company in Turkey. Data was analysed via Smart PLS program. The results reveal that transformational leadership has a positive impact on corporate governance, which in turn has a positive effect on business performance. The findings obtained from this research provide the evidence that transformational leadership is an important determinant of corporate governance. C...
Transformational leadership has been used to enhance the development of firms’ strategies by focusing on the common interests of the community. This paper aims to analyze the impact of transformational leadership and ethical integrity in firms’ strategic orientation related to corporate social responsibility. A survey of the largest Portuguese firms was conducted during the second quarter of 2009; data from 50 participating firms were gathered through a self-reporting questionnaire. The results indicated that transformational leadership positively related to a firm’s strategic orientation in regard to corporate social responsibility. However, leaders’ ethical integrity was not significantly linked to the adoption of corporate social responsibility practices. These findings suggest that further research is needed in regard to leaders’ ethical integrity and firms’ social responsibility orientation. Practitioners may also benefit from these findings by using them to transform themselves into authentic transformational leaders who incorporate corporate social responsibility as a core strategic value within their firms.