Search results

1 – 10 of over 13000
To view the access options for this content please click here
Article
Publication date: 22 June 2021

Morteza Maleki Minbashrazgah, Hooshmand Bagheri Garbollagh and Maryam Varmaghani

The concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most…

Abstract

Purpose

The concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most valuable intangible assets of any organization. This research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of brand-building behaviors (BBBs) and EBBE.

Design/methodology/approach

The statistical population of the current study is employees of five major insurance companies in Semnan city of Iran. Using the classified random sampling method, 136 employees of these insurance firms were chosen. Likert-based questionnaires were used to collect data. Structural equation modeling (SEM) was used to analyze research data.

Findings

Findings show that brand-specific transactional leadership affects participation and retention positively and significantly. Also, the variables of participation, in-role brand-building behavior (IRBBB) and retention, have a positive and significant effect on the EBBE. However, no significant relationship has been found between brand-specific transactional leadership and the IRBBB.

Research limitations/implications

The study was bound by access to firms and managers' availability. On the other hand, this research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of brand-specific transactional leadership and brand evangelism.

Practical implications

When selecting brand leaders, manager training programs need to evaluate whether a candidate has brand-specific transactional leadership traits that will enhance the successful internalization of brand values and improve EBBE.

Originality/value

Brand-specific transactional leadership increases employee responsibility and a greater desire to engage in citizenship behaviors. In addition, using partnerships to influence customer supportive behaviors creates a good image of the company and its services in the minds of customers. Also, this research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of BBBs and EBBE.

To view the access options for this content please click here
Article
Publication date: 17 October 2020

Albert Puni, Sam Kris Hilton and Benedicta Quao

While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional

Abstract

Purpose

While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana.

Design/methodology/approach

The study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques.

Findings

Transactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment.

Practical implications

The findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect.

Originality/value

This study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

Details

Management Research Review, vol. 44 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

To view the access options for this content please click here
Article
Publication date: 17 January 2020

Marc van Essen, Pursey P.M.A.R. Heugens, Patricio Duran, Sabrina F. Saleh, Steve Sauerwald, Hans van Oosterhout and En Xie

The purpose of this study is to investigate how concentrated owners add value to Asian firms. While prior research suggests that relational owners (i.e., business groups…

Abstract

Purpose

The purpose of this study is to investigate how concentrated owners add value to Asian firms. While prior research suggests that relational owners (i.e., business groups, top management team, board, government, banks, families, and corporation) may help firms fill institutional voids, this study proposes that it is transactional owners (i.e., foreign and institutional investors) lacking this ability who contribute most to firm performance. As these owners frequently hail from contexts with well-developed corporate governance traditions, they tend to have experience with the design and implementation of such governance practices.

Design/methodology/approach

This study involves a meta-analysis covering 276 studies from 17 Asian countries.

Findings

This study shows that transactional owners impose effective governance practices such as separating the chief executive officer (CEO) and Chair roles and assuring board independence. These practices promote decisions benefiting all shareholders, such as preventing diversification and financial over-leveraging.

Originality/value

This study contributes to the comparative corporate governance literature by showing that implementing internal governance practices helps improve firm performance in Asia. It also contributes to the owner identity literature by opening the black box of how transactional and relational owners differentially affect firms’ strategic behavior. Overall, this study yields a more nuanced understanding of what transactional owners contribute to Asian firms.

Details

Multinational Business Review, vol. 28 no. 1
Type: Research Article
ISSN: 1525-383X

Keywords

To view the access options for this content please click here
Article
Publication date: 9 March 2015

Fauzia Jabeen, Mohamed Behery and Hossam Abu Elanain

The aim of this study is to examine the impact of the psychological contract, relational psychological contract and transactional psychological contract on organisational…

Abstract

Purpose

The aim of this study is to examine the impact of the psychological contract, relational psychological contract and transactional psychological contract on organisational commitment as mediated by transactional leadership in the United Arab Emirates (UAE) context. The paper also explores the contractual status to determine if the theory remains valid, regardless of the fact whether one is employed as a contingent or permanent worker.

Design/methodology/approach

This research made a longitudinal study spanning a 24-week time period. Data were collected using a self-administered structured questionnaire prepared in English and Arabic, at three stages representing three visits to the participating companies in the UAE. Pearson’s correlation analysis and multiple regression analysis were used to examine the research hypotheses.

Findings

The results show that the psychological contracts (transactional and relational) are positively related to transactional leadership. This study categorizes several consequential relationships between transactional leadership and organisational commitment. It also advocates that transactional leadership has only a fractional mediating role in relation to relational psychological contract, transactional psychological contract and organisational commitment.

Practical implications

The findings suggest that practitioners and academics alike should note that the nature of the psychological contract employed will impact upon commitment and retention.

Originality/value

This study makes a significant contribution to the body of literature, being the second part of a longitudinal study that aimed at testing the mediating effect of transactional leadership on organisational commitment within the context of the UAE. In the earlier study, the intent was to analyse the role of transformational leadership as a mediator between the psychological contract and organisational commitment. Typically, transformational leadership has been found to partially mediate the above mentioned relationships. In addition, it also advocates that there may be some value in considering the employees’ contractual status with regard to the psychological contract and its impact on organisational commitment.

Details

International Journal of Organizational Analysis, vol. 23 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article
Publication date: 15 May 2017

Kent Eriksson and Cecilia Hermansson

Customer interactions with sellers change as social interactions in society change. The old dichotomy between transaction and relation exchange may no longer be valid as…

Abstract

Purpose

Customer interactions with sellers change as social interactions in society change. The old dichotomy between transaction and relation exchange may no longer be valid as customers form relationships with sellers in new ways. It is against this background that the authors study how customers’ subjective perception of relational exchange appears in objectively defined transactional and relational exchange forms. The authors study one bank’s customers, and, based on objective bank records, the authors identify segments that behave as transactional and relational customers. The authors also identify a group of customers who are in between transactional and relational, and the authors call these interimistic relational, since they interact repeatedly with the bank in a short period of time. The paper aims to discuss these issues.

Design/methodology/approach

The authors study how subjective attributes of relational exchange differ in objectively defined transactional, interimistic, and relational customer groups. The authors use a large data set, consisting of a combination of survey and objective bank records for 90,528 bank customers.

Findings

Findings are that the old dichotomy between transaction and relation is no longer valid, since customers’ exchange behavior and perception of exchange do not match up when it comes to the transaction-relation dichotomy. The authors find empirical evidence for that the subjective relational attributes can be observed in objectively defined relational, interimistic, and transactional customer groups. Overall, subjective relational attributes are strongest in the objective relational group; they are weaker in the interimistic group. Relational attributes are weakest, but still present, in the transactional group.

Practical implications

The findings presented here suggest strong support for relationship marketing practice, since even customers who behave transactionally perceive that they have an element of relationship with the seller. The authors find that customers may behave in a relational, interimistic, and transactional way, but that they perceive themselves as more or less relational. The practical implication is that customer analysis should focus on exchange forms, and that it is essential to analyze how exchange changes, and how multiple exchange forms may be combined in customer behavior and perception.

Social implications

The social implications of this paper are that marketers should consider the exchange between customer and financial service supplier as more or less of a relationship, and more or less of a service. Financial service firm strategies and regulation of financial services should acknowledge that no financial service transaction is independent of the relationship between the financial service provider and the customer. It may seem so objectively, but subjectively, it is not.

Originality/value

The authors present a unique comparison of objective and subjective customer exchange. There are two contributions that come from this research. The first is that customers perceive themselves as partially relational, even though they behave transactionally. The other contribution is that the authors identified interimistic relational exchange (IRE) as an exchange form in between relational and transactional. IRE can potentially be very important for market research and practice, as it captures modern market behavior. In today’s world, consumers form their perceptions in a multitude of ways, and may therefore have relational attitudes and transactional behaviors. More research is needed into how consumer perceptions and behaviors relate to each other, and how it impacts consumer purchase of financial services.

Details

International Journal of Bank Marketing, vol. 35 no. 3
Type: Research Article
ISSN: 0265-2323

Keywords

To view the access options for this content please click here
Article
Publication date: 3 September 2019

Michael K. Mickson and Alex Anlesinya

The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as…

Abstract

Purpose

The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana.

Design/methodology/approach

The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data.

Findings

The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender.

Practical implications

These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups.

Originality/value

This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.

Details

International Journal of Public Leadership, vol. 16 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

To view the access options for this content please click here
Article
Publication date: 7 October 2014

Yung-Shen Yen

The purpose of this paper is to examine quality satisfaction between transactional and relational customers in e-commerce, and it also explores the moderating effect of…

Abstract

Purpose

The purpose of this paper is to examine quality satisfaction between transactional and relational customers in e-commerce, and it also explores the moderating effect of perceived control and perceived enjoyment on quality satisfaction.

Design/methodology/approach

Multivariate analysis of variance and two-way ANOVA were conducted to test the study hypotheses. The samples include 470 university students in the northeastern USA to whom an online survey was administered.

Findings

Results show that system quality satisfaction is more significant for transactional customers, but information quality and service quality satisfactions are more important for relational customers. Moreover, perceived control and perceived enjoyment partially moderate quality satisfaction between transactional and relational customers.

Research limitations/implications

One limitation is that a student cohort is selected as the sample. This study verifies the understanding of quality satisfaction between transactional and relational customers in e-commerce.

Practical implications

Practitioners shall consider the quality of services for fitting different types of customers. While a high-quality system design is better for new customers, high-quality information and service support is helpful for loyal customers. However, if loyal customers have a high degree of perceived control, they may also be more sensitive to system quality satisfaction. Similarly, if new customers have a high degree of perceived control or a high degree of perceived enjoyment, they may be more sensitive to information quality satisfaction.

Originality/value

This study contributes to the knowledge regarding quality satisfaction for transactional and relational customers in e-commerce.

Details

The TQM Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1754-2731

Keywords

To view the access options for this content please click here
Article
Publication date: 15 August 2016

Bhaskar Prasad and Paulina Junni

Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation…

Abstract

Purpose

Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism.

Design/methodology/approach

The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses.

Findings

The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments.

Originality/value

This study highlights the role of CEO leadership behavior in the pursuit of organizational innovation. Significantly, the study shows that both transformational and transactional leadership can enhance organizational innovation. However, their effectiveness is contingent on environmental dynamism. This contributes to the firm innovation literature by clarifying how specific types of CEO leadership influence organizational innovation in different environmental conditions.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 4 September 2017

Aminu Sanda and Nana Ama Dodua Arthur

The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the…

Abstract

Purpose

The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the effect that climate for innovation and work-related flow have on such influencing relationship.

Design/methodology/approach

Guided by the implicit theory of leadership, and using questionnaires, data were collected from 335 employees in five mining firms and analyzed descriptively and inferentially.

Findings

It was found that managers in the telecom firms use transactional leadership styles and authentic leadership styles to enhance employees’ creativity. The work climate fostered employees’ creativity and encouraged their innovation. The prevalence of work-related flow enhanced employees’ job performances. The innovative climate mediated the effect of authentic leadership on employees’ creativity, but moderated the effect of transactional leadership on the employees’ creativity. Work-related flow also moderated the effects of both authentic and transactional leadership styles on employee creativity. It is concluded that managers in telecom firms influence their followers’ creativity by altering their leadership styles in accordance with the given situation to achieve organizational goals.

Research limitations/implications

The study sample was drawn from a single sub-sector of the Ghanaian economy. This represents a limitation, for which the findings cannot be generalized. Replications and extensions of the study in different industrial sectors will help test the robustness and generalizability of the findings.

Originality/value

This study has shown that managers of telecom firms in Ghana can cultivate and nurture the creativities of their employees toward increased performances by creating conducive psychosocial work climate that supports innovativeness, and use the requisite authentic and transactional leadership skills in the conduct of their managerial functions.

Details

African Journal of Economic and Management Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2040-0705

Keywords

To view the access options for this content please click here
Article
Publication date: 24 May 2011

Jun Liu, Xiaoyu Liu and Xianju Zeng

Drawing on the contingency perspective of leadership, the purpose of this paper is to examine the relation between transactional leadership and team innovativeness by…

Abstract

Purpose

Drawing on the contingency perspective of leadership, the purpose of this paper is to examine the relation between transactional leadership and team innovativeness by focusing on the moderating role of emotional labor and the mediating role of team efficacy. The authors propose and empirically test the hypothesis that the relation between transactional leadership and team innovativeness is negative when the level of emotional labor is high whereas the relation is positive when the level of emotional labor is low. The authors further examine the process mechanism of this interactive effect by testing the mediating role of team efficacy.

Design/methodology/approach

In total, 90 Chinese work teams, comprising 462 members and 90 team leaders, were surveyed. Hierarchical regression analyses were performed and moderated causal steps approach applied to test the authors' mediated moderation model.

Findings

As predicted, transactional leadership was negatively associated with team innovativeness when emotional labor was high whereas the association was positive when emotional labor was low. Team efficacy mediated the interactive effects of transactional leadership and emotional labor on team innovativeness.

Research limitations/implications

The paper contributes to the contingency perspective on transactional leadership and team innovativeness by identifying emotional labor as an important moderator and team efficacy as a critical mediator, yet methodological limitations do exist in the study. Although data were collected from multiple sources to avoid common method variance, the design was cross‐sectional, which limits the authors' ability to make robust inferences of causality.

Originality/value

By examining both the moderating and mediating effects, the paper contributes to uncovering the black box in which transactional leadership exerts an influence on team innovativeness.

Details

Journal of Organizational Change Management, vol. 24 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

1 – 10 of over 13000