Search results

1 – 10 of over 15000
Article
Publication date: 7 October 2014

Zondre Keevy and Juliet Perumal

The pursuit of knowledge should be the objective of managers in the workplace, both for the purpose of empowerment and to achieve financial objectives. It is important…

2566

Abstract

Purpose

The pursuit of knowledge should be the objective of managers in the workplace, both for the purpose of empowerment and to achieve financial objectives. It is important that retail managers have a need to solidify their transformational leadership knowledge, which ultimately could increase their capacity to excel. The paper aims to discuss these issues.

Design/methodology/approach

A structured management development programme (MDP), consisting of a comprehensive spectrum of retail management and leadership theory and practices, was designed to develop transformational leadership by using transformational teaching and learning strategies. The sample for this study consisted of seven retail managers from a group of 20 managers, employed by Retek, the largest independent retail pharmacy group in South Africa. A focus group interview identified the dominant themes and produced a landscape to understand the retail managers’ environment, their preferred teaching methodology and benefits experienced from attending the MDP.

Findings

By transforming themselves, these managers have become more empathetic leaders, armed with self-awareness and a deeper awareness of team issues. The MDP created in a shift in their attitude towards attending training programmes and subsequently, has created a more accommodating philosophy towards workplace learning. The study added to the understanding of how transformational teaching and learning lead to more effective transformational leadership and the integration of theory into practice by retail managers. The conclusion was that by embracing and practising a transformational teaching and learning ideology, the managers would be better equipped with managerial and transformational leadership abilities.

Originality/value

This research provided a landscape for future management development training in terms of selection of managers to attend, relevant curriculum, teaching and learning methodology as well as benefits of this type of professional development. This initiative was the first project in which such a programme has been designed, developed and instructed in this particular organisation and encompassed a unique experience in terms of training, professional development and the change in the willingness to engage in training and acknowledgement of the value of learning.

Article
Publication date: 4 September 2017

Majd Megheirkouni

The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports…

3255

Abstract

Purpose

The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports organizations, and the impact of these leadership styles on enhancing organizational learning in these sports organizations.

Design/methodology/approach

A quantitative questionnaire survey method was adopted. The data were collected from for-profit and non-profit sports organizations in the UK.

Findings

Management by exception-active in transactional leadership and idealized leadership in transformational leadership seem to be equally important for facilitating organizational learning. The results also revealed significant differences between for-profit and non-profit sports organizations in leadership styles and organizational learning.

Research limitations/implications

The generalizability of the results for different sports settings or different countries must be examined, given that only some sports organizations under the umbrellas of non-profit and for-profit sectors were used as the target population. The research is limited to the use of moderating variables, such as motivation, organizational structure, culture and innovation, that might attenuate this effect. This study contributes to the field by investigating the direct relationship between leadership styles and organizational learning in a sports setting.

Originality/value

The originality of this study is its advances of sports leadership research that is linking leadership styles and organizational learning in for-profit and non-profit sports organizations.

Details

International Journal of Organizational Analysis, vol. 25 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 31 March 2020

Lei Xie

Leadership has a powerful influence on learning and development in today's organizations. Various types of leadership have been found to be conducive to building a learning

3247

Abstract

Purpose

Leadership has a powerful influence on learning and development in today's organizations. Various types of leadership have been found to be conducive to building a learning organization. This empirical study compared the effect of transformational and servant leadership on a learning organization (an organization that constantly transforms itself using learning and development techniques) in the context of Chinese small- and medium-sized enterprises (SMEs).

Design/methodology/approach

Four proposed hypotheses were tested using structural equation modeling.

Findings

The results show that servant leadership has no significant relationship to learning organization, whereas transformational leadership is a strong predictor.

Originality/value

This research compares two different leadership styles and presents theoretical and practical implications for scholars and practitioners. In particular, this study advances our understanding of how and which leadership style relates to learning organization by examining a structural model with three latent variables: servant leadership, transformational leadership, and learning organization.

Details

Leadership & Organization Development Journal, vol. 41 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 23 March 2012

Mark Loon, Yet Mee Lim, Teck Heang Lee and Cai Lian Tam

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

3681

Abstract

Purpose

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

Design/methodology/approach

A questionnaire survey was conducted. The survey questionnaire contained measurements of job‐related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis.

Findings

The research results showed that the dimensions of IIB and CON were two significant predictors to job‐related learning.

Research limitations/implications

All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert‐scale questionnaire). Also, the use of a cross‐sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job‐related learning.

Practical implications

It seems that leaders are able to enhance job‐related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal‐directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization.

Originality/value

The present study does provide some evidence that some dimensions of transformational leadership are more influential on job‐related learning than the others.

Article
Publication date: 15 May 2007

Kristy Trautmann, Jill K. Maher and Darlene G. Motley

The purpose of this study is to explore the intersection between managers' learning strategies and their organizational leadership practices in a nonprofit context.

4518

Abstract

Purpose

The purpose of this study is to explore the intersection between managers' learning strategies and their organizational leadership practices in a nonprofit context.

Design/methodology/approach

Survey methodology was utilized including items from the multi‐factor leadership questionnaire and the learning tactics inventory. The survey was administered to a sample of nonprofit professional at various managerial levels.

Findings

Findings illustrate that effective learning from experience is significantly predictive of transformational leadership. Further analysis reveals that frequent use of thinking and action learning strategies have positive and significant relationship to transformational leadership in nonprofit managers.

Research limitations/implications

Numerous authors have discussed the connections between effective learning and transformational leadership, but there has been insufficient empirical research to investigate the nature of this relationship. Brown and Posner's preliminary research found a strong correlation between learning and leadership but did not specifically examine transformational leadership. This study extends the literature by empirically testing each of four learning strategies and their relationship to transformational leadership. This extension is applied in a nonprofit context, which supports the transfer of for‐profit human resource management tools to the nonprofit environment. Limitations include a convenience sampling method. The study also provides human resource managers with career development tools in order to assess managers' learning styles then foster the learning styles that positively impact transformational leadership behaviors.

Originality/value

This study makes an important contribution to the empirical link between transformational leadership and learning.

Details

Leadership & Organization Development Journal, vol. 28 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 21 February 2022

Hai Thanh Pham, Tho Pham, Huy Truong Quang and Chau Ngoc Dang

This study aims to examine the impact of transformational leadership on green innovation and green learning in construction supply chains.

Abstract

Purpose

This study aims to examine the impact of transformational leadership on green innovation and green learning in construction supply chains.

Design/methodology/approach

A theoretical framework of research hypotheses between transformational leadership, green learning and green innovation is developed. Using a survey questionnaire, data are collected from construction firms in Vietnam. Structural equation modeling is used to test the research hypotheses.

Findings

The results indicate that transformational leadership promotes both green learning and green innovation (i.e. green product innovation and green process innovation) while green learning positively affects green process innovation. Furthermore, it is found that green learning mediates the linkage between transformational leadership and green process innovation.

Research limitations/implications

This study contributes to the development of leadership research in construction by showing the significance of leadership at the supply chain level.

Originality/value

Leadership is regarded as a key factor for most organizations' success and competitive advantages. In construction, leadership has been widely studied at the project and organizational levels while its important role is also explored at the supply chain level. Nevertheless, in terms of construction supply chains, there has been still very limited evidence about the effects of transformational leadership. Thus, this study fills the gap in knowledge by empirically examining the relationships between transformational leadership, green learning and green innovation.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 5 January 2015

Jeevan Jyoti and Manisha Dev

This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by…

4004

Abstract

Purpose

This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity.

Design/methodology/approach

Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships.

Findings

The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation.

Research limitations/implications

Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity.

Practical implications

Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations.

Originality/value

This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

Article
Publication date: 8 November 2019

Sugunah Supermane

Education institutions persist by transforming leadership skills to manage their knowledge resources efficiently as well as enhance the lecturer’s teaching and learning

Abstract

Purpose

Education institutions persist by transforming leadership skills to manage their knowledge resources efficiently as well as enhance the lecturer’s teaching and learning innovation capabilities. Therefore, the purpose of this study is to investigate whether knowledge management plays a role of mediator between transformational leadership and teaching and learning innovation in teacher education.

Design/methodology/approach

A cross-sectional survey design was used to collect the primary data from 359 teacher educators across Malaysia. Self-administered questionnaires were distributed to all the samples, and the collected data was analysed using structural equation modelling approach.

Findings

The data analysis indicated that knowledge management did not play the role of a mediator in this study because the direct effect of transformational leadership on teaching and learning innovation was stronger than the indirect effect of transformational leadership through knowledge management.

Practical implications

From the aspect of implications on the practice, it was suggested that all lecturers and head of departments attend clinical training and workshops on knowledge management to further understand the knowledge management processes that could enhance the quality of teaching in teacher education institutes.

Originality/value

This study is perhaps the first study to investigate the role of knowledge management as a mediator between transformational leadership and teaching and learning innovation in teacher education.

Details

Information Discovery and Delivery, vol. 47 no. 4
Type: Research Article
ISSN: 2398-6247

Keywords

Article
Publication date: 27 April 2010

Daniel Mathis

The article aims to offer organizational leadership a framework to integrate opportunities for transformation learning into workplace experiences and maximize the personal…

5246

Abstract

Purpose

The article aims to offer organizational leadership a framework to integrate opportunities for transformation learning into workplace experiences and maximize the personal growth of employees. Transformational learning is a concept often discussed within higher and adult education but rarely considered in the workplace; the article offers an opportunity to conceptualize transformational learning in workplace contexts.

Design/methodology/approach

Two summaries of transformational learning theory shape a foundational understanding of transformational learning. The conceptual framework is connected to examples of transformational learning in the workplace and subsequently offers three areas, cross‐cultural experiences, interactive leadership and development, and action research projects, for leaders to integrate into their practice.

Findings

Transformational learning can be observed and encouraged within the workplace. Organizational leadership can be intentional about the incorporation of opportunities for transformational learning.

Practical implications

Leaders must re‐frame their approach to cultural diversity, training and development, and action research. This altered perspective does not require an overhaul of existing policies and procedures, but a change to the way leaders think about workplace experiences and communicate with employees.

Originality/value

The article connects a substantial body of literature on transformational learning in a new way – in the context of work. In the process of questioning their assumptions and the assumptions of others, leaders become adept at critical thinking, empathy, and the ability to provide opportunities for the personal growth in the workplace.

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 25 May 2018

Sunyoung Park and Eun-Jee Kim

The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational…

8222

Abstract

Purpose

The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning.

Design/methodology/approach

Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method.

Findings

The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning.

Research limitations/implications

The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning.

Practical implications

The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.

Originality/value

The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

Details

Journal of Knowledge Management, vol. 22 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of over 15000