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The purpose of this paper is to review and critique the current status of intellectual capital (IC) research as published in the Journal of Intellectual Capital (JIC) as it heads into its 15th year with a view to understanding the past and possible direction of future IC research.

Articles published in the JIC are reviewed building on prior IC research and analysis by Guthrie et al. (2012) and Dumay and Garanina (2013). To help understand the impact of articles in the JIC the analysis is supplemented by including citation data from google scholar, journal impact data from the SCImago Journal & Country Rank portal, and the 2013 Australian Business Dean's Council (ABDC) journal ranking list. Also included is commentary from the JIC's senior editors based on their responses to questions asked via e-mail relating to their involvement in, and the future of, the JIC.

The JIC faces a challenge as it is most recognised as an accounting journal despite its focus on managing IC. The research published in the JIC is multidisciplinary as it comes from a wide range of perspectives. However, there appears to be a paucity of research emanating from different perspectives, most notably from North American academics, and a lack of focus on the private and public sectors. However, new perspectives of IC, especially that associated with IC praxis and the third stage of IC research are emerging as transformational opportunities for future IC research, along with the opportunity to experiment with transdisciplinary research.

The paper presents a comprehensive critical review of the articles published in the JIC along with measuring the impact of the articles using citation data from google scholar. Using this approach, the type of research and its impacts can be simultaneously assessed to offer insights into future transformational IC research opportunities, and how IC researchers and the JIC can also be transformational.

The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional leadership and organizational performance in Jordanian banks located in Irbid city.

A questionnaire that targeted 350 respondents resulted in 298 usable ones with a response rate of 85.14 percent. To test the research hypotheses, a structural equation model was conducted, in addition to descriptive statistics that provided background on the respondents.

The findings indicate that transformational and transactional leadership relate positively to organizational performance. The results also support the argument that intellectual capital and innovation played mediating roles in transformational and transactional leadership and organizational performance.

The present study provides managers with empirical proof that possessing strong intellectual capital in its three dimensions seems to help the banking sector in Jordan to reinforce their ability to generate both radical and incremental innovation. Also, applying an effective leadership style will motivate and lead to superior performance.

Although papers have shown that leadership style is an important factor influencing employees' performance and outcomes, this is one of the few studies that investigates the interrelationships between leadership styles, intellectual capital, and innovation on organization performance. Furthermore, it is the first to test the model on the banking sector in Jordan.

The purpose of this paper is to present teachers’ perspectives on leadership practices and motivation in the context of Islamic private schools in Songkhla, a southern province of Thailand.

A survey method was employed to collect data from teachers in six selected Islamic private schools in Songkhla.

The statistical data indicate that teachers’ motivation is significantly related to principals’ transformational leadership practices, as perceived by teachers. It was found that though teachers perceive their principals exhibited transformational leadership more frequently than transactional leadership, the principals are viewed to display more idealized influence (IIB & IIA) and inspirational motivation (IM) rather than individual consideration (IC) and intellectual stimulation (IS) practices. To strengthen teachers’ motivation in schools, they should exhibit the individual consideration (IC) and intellectual stimulation practices more frequently.

This research only focuses on selected Islamic private schools in Songkhla, a southern province of Thailand.

The implementation of the Islamic private schools is unique to Muslims in southern Thailand. The views and perspectives of the teachers and administrators are beneficial in moving to the next level of the policy.

This study aims to test how senior leaders recognize and reward the same leadership behavior in male and female managers.

A total of 120 senior government leaders evaluated simulated performance reviews wherein only manager ' s sex and engagement in individually considerate transformational leadership behavior varied.

Senior leaders (of both sexes) penalized male and female managers for failing to engage in individually considerate transformational leadership behavior (i.e. rating them as significantly less competent and civil, and recommending them for significantly fewer rewards such as salary and promotion) compared to control groups. However, only male managers benefited (in terms of competence ratings, recognition and reward) from being rated high on this behavior.

Findings support arguments in the literature for a “feminization” of leadership, whereby both male and female managers are now penalized for not engaging in individually considerate leadership behavior. However, they also question the extent to which women will get credit for engaging in some of the same transformational leadership behaviors as men.

Researchers and practitioners often collapse across components of the Multi-Factor Leadership Questionnaire (MLQ) in measuring transformational leadership behavior. This may obfuscate some of the components being aligned with sex role stereotypes, and therefore unlikely to be rewarded in certain candidates. If the present findings are confirmed by future research, there may be reason to question how the MLQ is being used in research and practice on transformational leadership behavior.

A plethora of principal development programs based on myriad leadership theories currently abounds in many educational jurisdictions globally. Today’s principals, consequently and fortuitously, often feel less isolated and better supported that has been indicated in school leadership research over the past two decades. The purpose of this paper is to discover, however, how principals, through well-designed postgraduate study, can effectively become the transformational leaders, schools regularly require of them.

Action research involving postgraduate leadership students at an Australian university over a two year period, involved three cycles: identification of leadership learning needs, introduction of innovations to their learning and identification of the transformative learning which contributed to their leadership development.

Transformative learning impacts significantly on transformational leadership development. This happens when disorienting dilemmas challenge and open minds to possibilities, and paradigmatic assumptions are questioned. The ensuing awareness enables leaders to demonstrate characteristics of transformational leadership especially the dimension of individualised consideration.

Few studies have aligned transformative learning with transformational leadership theory, but this paper found that school leaders benefit from transformative learning in their quest to become such a leader. The scariness of a metaphoric principal bungee-jump could ultimately lead to rocket launching of the most transformative kind.

The purpose of this study is to examine the relationship between transformational leadership (TL) and authentic leadership (AL) using a canonical correlation analysis (CCA).

The sample was 427 knowledge workers from a Fortune Global 100 company in Korea. Descriptive statistics and CCA were used to test the relationship between the two perceived leadership constructs.

A canonical correlation indicated that the composite of TL (i.e. idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) was strongly and significantly related to the composite of AL (i.e. transparency, moral/ethical, balanced processing and self-awareness), accounting for 82.3 per cent of the shared variance between the two variable sets.

This empirical study was based on employees’ perceptions on the two leadership behaviors of their supervisors, using a cross-sectional survey method. In addition, this study is confined to the employees in a for-profit organization in Korean cultural setting, leaving room for speculation with regard to cultural issues.

It is noted the two leadership behaviors are not substitutable, but complementary. Therefore, human resources development (HRD) practitioners are suggested to design leadership development programs focusing both on AL and TL in a concerted way. In this way, HRD professionals can help their managers enhance their AL and TL capability, and thus let their followers emulate their leader’s behaviors, which ultimately will lead to higher level of organizational commitment, employee/job engagement and in-role and extra-role performance.

This is the first study that empirically confirmed Burns’ (1978) initial intuitive conceptualization of the authentic transformational leaders. We found that an authentic leader appears to be a transformational leader or vice versa. Another contribution lies in that to identify the common denominator between the two leadership behaviors this study used a relatively rare CCA in the field of HRD.

The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture.

A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships.

CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process.

Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture.

The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.

Transformational leadership has been shown to have a positive impact on a host of employee level and organizational performance indicators. However, little research has sought to understand some of the antecedents of this style of leadership. The purpose of this paper is to examine the link between having a post-secondary education and perceptions of transformational leadership.

Data were collected from two surveys issued in a mid-sized energy company located on the eastern seaboard of North America. One-way ANOVA comparing employees’ perceptions of transformational leadership exhibited by their supervisors that either did or did not have a post-graduate degree demonstrated a strong, positive relationship between the attainment of a Master’s degree and perceived levels of transformational leadership qualities.

The findings of this quasi-experimental field study demonstrated a strong, positive relationship between the attainment of a Master’s degree and perceived levels of transformational leadership qualities.

This study is the first of its kind to demonstrate that more educated managers are generally perceived to be more transformational in their leadership style.

The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus.

A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA.

The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment.

Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA.

CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams.

This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.

The purpose of this paper is to present a framework that is developed for analysis of intellectual capital transformation into companies’ value, including an identification of the key factors of this process.

The paper employs intellectual capital on the intersection of value‐based management (VBM) and the resource‐based view (RBV). Starting from a review of the results provided in the literature regarding intellectual capital (IC) evaluation and its link with firm performance, a system of proxy indicators related to IC transformation in both concepts has been designed. The evaluation ability of the developed model was justified using regression analyses.

A detailed algorithm for intellectual capital evaluation in terms of input‐outcome transformation. The intellectual capital transformation evaluating model (ICTEM) provides a holistic view of intellectual resources as companies’ strategic investments.

The paper emphasizes that the ICTEM framework could be mostly applied for the analysis of a firm as a typical representative of the industry or the country. In that sense it is not applicable for specific feature analysis of a company.

The paper highlights the ICTEM as a tool of investment decisions, mostly taking into account common trends, the prospects of industries, and economies’ development.

The ICTEM provides the ostensive framework of intellectual capital transformation analysis using a statistical approach.