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Article
Publication date: 24 August 2021

Amer Ahmad AlAnazi, Kabiru Maitama Kura, Ebi Shahrin Suleiman and Ramatu Abdulkareem Abubakar

To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between…

Abstract

Purpose

To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between change-oriented leadership and organisational performance.

Design/methodology/approach

Given that the unit of analysis is an organisation, 219 principal officers, including Presidents/Rectors, Vice Presidents/Vice-Rectors, Registrars and Deans, were invited to complete the survey on behalf of their universities.

Findings

Results of the partial least squares structural equation modelling confirmed the positive relationship between change-oriented leadership and university performance. The results provide evidence that organisational innovation directly facilitates university performance. As expected, the relationship between change-oriented leadership and university performance was found to be mediated by organisational innovation.

Practical implications

Overall, this study successfully modelled organisational innovation as an underlying mechanism behind the change-oriented leadership – university performance relationship, thereby by testing resource-based theory in Saudi Arabian context. From a practical perspective, results suggest that to improve their performance is imperative for executive leaders in Saudi universities to focus on several specific work design strategies, obtaining feedback about their change-oriented leadership style from followers.

Originality/value

Whilst there has been a considerable amount of research emphasising the importance of change-oriented leadership, there has been little research linking this fundamental aspect of leadership to organisational performance. Yet an understanding of the possible mechanisms behind this linkage has not received attention.

Details

International Journal of Innovation Science, vol. 14 no. 1
Type: Research Article
ISSN: 1757-2223

Keywords

Open Access
Article
Publication date: 24 August 2020

Olaug Øygarden, Espen Olsen and Aslaug Mikkelsen

This paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and…

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3335

Abstract

Purpose

This paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.

Design/methodology/approach

The study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.

Findings

The organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.

Originality/value

The authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

Details

Journal of Health Organization and Management, vol. 34 no. 6
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 1 April 2005

Francisco Gil, Ramón Rico, Carlos M. Alcover and Ángel Barrasa

To analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation…

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10974

Abstract

Purpose

To analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change‐oriented leadership and group outcomes, while group potency reinforces this relationship.

Design/methodology/approach

This study is designed as a correlative and cross‐level research. The sample comprises 318 health‐care professionals in 78 health‐care teams at different public hospitals throughout Spain.

Findings

Hierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model.

Research limitations/implications

It would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change‐oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams.

Practical implications

To make more useful change‐oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self‐confidence of the team.

Originality/value

This paper contributes to developing actual research about how change‐oriented leaders influence team outputs.

Details

Journal of Managerial Psychology, vol. 20 no. 3/4
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 5 September 2016

Lars Borgmann, Jens Rowold and Kai Christian Bormann

The purpose of this paper is to test the theoretical proposition, put forward by Yukl et al. (2002), that the leadership constructs of transformational and transactional…

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3327

Abstract

Purpose

The purpose of this paper is to test the theoretical proposition, put forward by Yukl et al. (2002), that the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure can be arranged into three meta-categories of leadership, namely, relations, task, and change-oriented leadership.

Design/methodology/approach

After a comprehensive literature search, 1,402 correlations from 286 sources were obtained which referred to the above mentioned leadership constructs and outcome criteria of effective leadership.

Findings

It was found that three meta-categories of leadership (i.e. relations, task, and change-oriented leadership) were sufficient to explain the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure. Moreover, it was also found that change-oriented leadership was most effective in predicting the job satisfaction of followers. In contrast, relations-oriented leadership accounted for most of the variance in both commitment and job performance.

Research limitations/implications

In combination, these results allow for a more comprehensive, integrative description of effective leadership behavior.

Practical implications

The results have implications for leadership assessment and development as well as leader selection and feedback.

Originality/value

Applying Occam’s razor, and in contrast to the majority of prior leadership studies, the present meta-analytical study provided evidence that three categories of leadership behaviors allow for a precise and comprehensive description of effective leadership behavior.

Details

Personnel Review, vol. 45 no. 6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 12 March 2019

Gary Yukl, Rubina Mahsud, Gregory Prussia and Shahidul Hassan

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and…

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2346

Abstract

Purpose

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior.

Design/methodology/approach

In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome.

Findings

Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction.

Research limitations/implications

Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested.

Practical implications

The findings can be used to improve leadership training and development for most managers.

Originality/value

The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.

Details

Personnel Review, vol. 48 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 10 January 2018

Aslaug Mikkelsen and Espen Olsen

The purpose of this paper is to examine the mechanisms through which change-oriented leadership in hospitals influences job performance and employee job satisfaction. The…

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1896

Abstract

Purpose

The purpose of this paper is to examine the mechanisms through which change-oriented leadership in hospitals influences job performance and employee job satisfaction. The authors examine the direct and the mediating effects of perceived learning demands and job involvement.

Design/methodology/approach

This cross-sectional study is based on a survey of four public hospitals in a regional health authority in Norway.

Findings

The findings illustrate how change-oriented leadership directly and indirectly influences work performance and job satisfaction. Learning demands and job involvement play mediating roles. Higher levels of change-oriented leadership decrease learning demands and increase job involvement, work performance and job satisfaction. Learning demands have a negative influence on work performance and job satisfaction. Job involvement has a positive influence on work performance and job satisfaction. The strongest relationship in the structural modelling is between change-oriented leadership and job involvement.

Research limitations/implications

This study is based on cross-sectional data. Future studies should therefore explore this further using a longitudinal design.

Practical implications

The practical implication of the study is to show how leaders by change-oriented behaviour can influence work performance and job satisfaction by reducing learning demands and increasing job involvement.

Social implications

This study illustrates different paths towards influencing job performance and job satisfaction from change-oriented leadership. It is important to use the potential of reducing learning demands and increasing job involvement, to improve job performance and job satisfaction.

Originality/value

The authors have developed and validated a new theoretical mediational model explaining variance in job performance and job satisfaction, and how this is related to change-oriented leadership, job involvement and learning demands. This knowledge can be used to increase the probability of successful change initiatives.

Details

Leadership in Health Services, vol. 32 no. 1
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 6 November 2017

Rui-Hsin Kao

Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration…

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1290

Abstract

Purpose

Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration Agency (NIA). The purpose of this paper, which targeted immigration workers using the work design model (knowledge oriented), leadership types and organizational climate as perspectives, is to study immigration workers’ change-oriented OCB. Inspecting the knowledge-oriented work characteristics (KOWCs) of the NIA of Taiwan to find ways of stimulating change-oriented OCB through employees’ high self-efficacy is also critical. The investigators also explored how transformational leadership and organizational climate directly affect employees’ change-oriented OCB in a cross-level organization.

Design/methodology/approach

The subject of this research is the frontline immigration workers of Taiwan’s NIA, with its entire staff on duty at the country’s airports and ports as targets of the research. This study used a total of 312 questionnaires.

Findings

At the group level, transformational leadership shows significant positive influence on organizational climate. KOWCs can positively influence self-efficacy and affect change-oriented OCB on an individual basis; similarly, self-efficacy can also positively impact the individual’s change-oriented OCB. In addition, transformational leadership and organizational climate have a contextual effect on the outcome variable on an individual basis.

Originality/value

This finding is helpful for researching and practicing implications of HRM, such as in further understanding how the motivation from work characteristics, organization’s environment and interpersonal networks can increase employees’ change-oriented OCB.

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Article
Publication date: 8 August 2016

Mingze Li, Wenxing Liu, Yi Han and Pengcheng Zhang

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the…

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4068

Abstract

Purpose

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated.

Design/methodology/approach

Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data.

Findings

The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employees’ autonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs.

Research limitations/implications

The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity.

Practical implications

The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations.

Originality/value

This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 July 2014

Carmen Delia Davila Quintana, Jose-Gines Mora Ruiz and Luis E. Vila

The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by…

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3566

Abstract

Purpose

The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations.

Design/methodology/approach

Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadership behaviour is the combination of two elements: the competency accumulated through professional experience and the competency profile of individuals five years before, which was partially a result of higher education. The relationships are tested on two subsamples of graduates from engineering and business/economics fields, and on a sample of graduates from all study fields.

Findings

Estimates show evidence of significant direct and indirect effects of a specific competency profile on three connected dimensions of leadership behaviour at work: tasks, relations and change. The results show direct effects of competency profiles at the time of graduation on competency profiles five years later, and of specific higher education ways of teaching and learning on competency profiles at the time of graduation. The effects are also significant by field of study with slight differences on estimates size and on the composition of effects.

Originality/value

The analysis brings together leadership behaviour, competency development and education production literatures to help scholars and managers to better understand the relationships between the process of competency development and individual leadership behaviour in working environments.

Details

International Journal of Manpower, vol. 35 no. 4
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 16 October 2017

Ashkan Khalili

The purpose of this study is to develop and validate a theory-based measure presenting the creative and innovative leadership behavior construct.

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2550

Abstract

Purpose

The purpose of this study is to develop and validate a theory-based measure presenting the creative and innovative leadership behavior construct.

Design/methodology/approach

The theoretical dimensions of five leadership theories (transformational leadership, change-oriented leadership, innovation champion, leader – member exchange and authentic leadership) were synthesized. Using a quantitative approach, the population sample was composed of 514 respondents who held management and non-management positions. The validity and reliability of the instrument were evaluated.

Findings

The results indicated that the newly developed 24-item measure achieved an acceptable level of reliability and validity in measuring the creative and innovative leadership behavior construct. Eventually, the findings revealed positive and significant influence of creative and innovative leadership behavior on creativity and innovative behavior at the individual level in the workplace.

Practical implications

Organizations should invest in the creative and innovative leadership behavior construct in their training and in the selection of leaders with the newly developed 24-item measurement scale if their purpose is to nurture and enhance creativity and innovation.

Originality/value

This study makes important theoretical contributions in different ways. The newly developed instrument contributes to the relevant literature through the development and validation of a theory-based measure. Also, this study expands knowledge about resources in the workplace that nurture and enhance creativity and innovation at the individual level.

Details

Management Research Review, vol. 40 no. 10
Type: Research Article
ISSN: 2040-8269

Keywords

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