Innovation and the Art of Transformational Leadership (original) (raw)
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The Effect of Transformational Leadership and Its Components on Organizational Innovation
This study tries to expand the understanding of the relationship between transformational leadership and organizational innovation at the organizational level. This research proposes a conceptual framework to explain the components of transformational leadership while focusing on the relationship between each component and organizational innovation. A sample of 219 managers from 63 companies in the top 100 Iranian companies participated in this research. The results of this study support the expected positive relationship between transformational leadership and organizational innovation. Further findings revealed that among five components of transformational leadership (i.e., idealized influence, attributive charisma, inspirational motivation, intellectual stimulation, and individualized consideration) not all but some of the components (including attributive charisma, inspirational motivation, and intellectual stimulation) are positively related to organizational innovation.
Review of Education, Administration & Law
The aim of this research study was to explore the impact of transformational style of leadership on Innovative Behavior at organizational level and compare them based on gender, private and public organization. For the sample, 120 organizations (60 private and 60 public) and 240 managers were randomly selected for this research study. The transformational style of leadership was measured in this study through certain factors i.e., idealized influence intellectual and behavioral simulation, and idealized influence (attributed). There was no meaningful contrast with respect to gender, when the subjects were asked for their views about innovative behavior, instead both groups had shown similar point of view; as far as the public and private managerial perspectives were concerned, significant difference was observed. The policymakers should, it is recommended that, augment their efforts of hiring graduates who are capable enough.
Effect of Transformational Leadership and its Components on Organizational Innovation
This study tries to expand the understanding of the relationship between transformational leadership and organizational innovation at the organizational level. This research proposes a conceptual framework to explain the components of transformational leadership while focusing on the relationship between each component and organizational innovation. A sample of 219 managers from 63 companies in the top 100 Iranian companies participated in this research. The results of this study support the expected positive relationship between transformational leadership and organizational innovation. Further findings revealed that among five components of transformational leadership (i.e., idealized influence, attributive charisma, inspirational motivation, intellectual stimulation, and individualized consideration) not all but some of the components (including attributive charisma, inspirational motivation, and intellectual stimulation) are positively related to organizational innovation.
DRIVING ORGANIZATIONAL INNOVATION THROUGH TRANSFORMATIONAL LEADERSHIP
sharjah.ac.ae
Purpose of the study-This research aims to provide a deeper understanding of the extent that transformational leadership can affect the organization to be innovative. To understand this relationship, three propositions will be developed through literature survey. This paper will further examine whether culture, followers' creativity or organizational learning have any influence on this relationship. Design / methodology / approach-To propose a conceptual model, this research provides an overview of literature on transformational leadership and organizational innovation. This review of literature develops propositions that relate transformational leadership with the organizational innovation through three factors: culture, followers' creativity and organizational learning.
The relationship between transformational leadership with organizational innovation
Aim: The current study was aimed at investigating the relationship between transformational leadership with organizational innovation in Islamic Azad University (Qom Branch) (IAUQB). Methods: To reach this, the descriptive correlational study was conducted. The population under study was consisted of all the 175 faculty members of IAUQB. Using simple random sampling, a number of 120 faculty members were selected as the sample population in the study. To collect data, the researcher used the questionnaires by Bass and Avoilo's transformational leadership, and Esmail's et al., organizational innovation. The validity of the questionnaires was confirmed by the experts in the field. The reliability of the questionnaire was measured using Cronbach alpha. It showed that the reliability of transformational leadership was 0.83, and organizational innovation's reliability was 0.89. Data analysis was carried out using the statistical program package SPSS 19. To analyze the data, the researcher used the descriptive method of investigation as well as inferential methods (such as regression, Pearson correlation coefficient). Result: The results of the study showed that there was a relationship between organizational leadership and its variables by organizational innovation. The results of step-wise regression also proved that idealized influence was the best predictor of organizational innovation. Discussion: In analyzing organizational culture variables, it was shown that adaptability and mission is the best predictor for organizational innovation. MANOVA test results also showed that there was a significant difference between transformational leadership and organizational innovation. In comparing transformational leadership with organizational innovation, the point of difference was based on working experience and gender.
Transformational Leader as Champion and Techie
Journal of Leadership Education, 2003
The effects of innovation on leadership abilities have not been widely investigated. Although diffusion of innovation theory has existed for some time, there is a need for more research detailing the relationship between innovation and transformational leadership. In a survey of organizational members (N = 294), innovation was significantly related to all subscales of transformational leadership. The relationship between innovation and transactional leadership was generally not significant, and the relationship with laissez-faire leadership was inverse and significant. Implications emerging from the relationship between transformational leadership and innovation are discussed, including the distinction between the champion and "techie" styles of innovation and their basis in leadership activity. Innovation Theory Research about innovation assumes that technological innovation occurs within a social context (Goodman, Griffith, & Fenner, 1990; Van de Ven, 1986). New technologies change the organization because of the way people make sense of their surroundings (Weick, 1990). Rogers (1983) suggested that innovation is a communication process about something newer or better. Innovation, like communication, is not a one-way linear event. Rogers further posited innovation is relational and dynamic. Rogers (1983) defined a range of personal behaviors toward innovation based on a bell-shaped innovation curve. Behavioral categories range from an innovator (at the highly innovative end) to a laggard (at the low innovation end). Rogers (1986) explained that diffusion is the process that communicates an innovation over time among members of a social system. Thus, diffusion of innovation is both a social and individual activity. He theorized that a small number of people innovate very quickly. Next, a substantial number of individuals are early adopters. Early adopters precede the early majority who adopts a little before others in their social network. The next group, on the other side of the mean, is late adopters. Late adopters are still ahead of the final classification, the laggard. Laggards are not interested in integrating new technology. Rogers' theory helps define the range of personal behaviors in relation to innovation. His model is an appropriate foundation for empirical study and gives further basis for the quantification of personal innovativeness. Historically, innovation research focused more on the process of adoption. More recent research has been centered on the social implications of innovation. Research from authors like Walther (1994), Howell and Higgins (1990a, 1990b, 1990c), and Rice (1987) suggests that the act of innovating has definite social implications in the personal, organizational, and global context. Given the current social influence direction of modern leadership, it seems reasonable that innovation may be related to transformational leadership qualities.
The impact of Transformational leadership on the organizational innovation
The International Journal of Social Sciences and Humanities Invention
Stemming from leadership theory, this paper aims to investigate the relationship between Transformational leadership and organizational innovation. Relying on a sample of 103..Egyptian corporations, our findings suggest that transformational leadership affect organizational innovation , top management support mediates the relationship between transformational leadership and innovation input , resource supply mediates the relationship between transformational leadership and innovation outcomes, both of top management support and resource supply mediate the relationship between transformational leadership and innovation process .The discussion section offers implications for transformational leadership and innovation literature , as well as practical implications.. This study contributes to the research stream of transformational leadership, providing insights also to innovationand innovation climate literatureresearch.
A wide range of factors has been found to affect organizational innovation. Of these, top managers' leadership style has been identified as being one of the most, if not the most, important. Yet, few studies have empirically examined the link between this factor and innovation at the organizational level. This study builds on the extant literature to propose four hypotheses about how top managers' leadership styles directly and indirectly (via empowerment and organizational climate) affect their companies' innovation. A multisource approach is used to collect survey data from 32 Taiwanese companies in the electronics/telecommunications industry. The findings support a direct and positive link between a style of leadership that has been labeled as ''transformational'' and organizational innovation. They also indicate that transformational leadership has significant and positive relations with both empowerment and an innovation-supporting organizational climate. The former is found to have a significant but negative relation with organizational innovation, while the latter has a significant and positive relationship. The implications of the findings and possible directions for future research are discussed.
Leadership in the Innovation Era: Transactional or Transformational Style?
2020
The purpose of this study was to measure and compare the influence of transactional and transformational leadership on lecturer innovation capability. Data were collected by using simple random sampling to the lecturer population of private higher education in Indonesia. The number of returned and valid questionnaires was 101 samples. Data were processed by using SEM with SmartPLS 3.0. The results of the study concluded that transactional and transformational leadership had a positive and significant influence on lecturer innovation capability. This study proposed a model for improving the lecturer innovation capability of lecturers in Indonesia through enhancing leadership practice in higher education organizations. This study can open the way to improve lecturer readiness in facing the education 4.0 era.
Creativity and innovation in any organization are vital to its successful performance. The effects of innovation on leadership abilities have not been widely investigated. The leader's job is not to be the source of ideas but to encourage and champion ideas. Although diffusion of innovation theory has existed for some time, there is a need for other perspectives. In related studies it was found that innovation, leadership, and influence were related, though specific relationship indicated tendencies toward certain styles of influence. Implications emerging from the relationship between transformational leadership and innovation are discussed, including the distinction between the champion and "techie" styles of innovation and their basis in leadership activity. Though points of view varied, the theories and frameworks explored advance the understanding of creativity in business and offer executives a playbook for increasing innovation.