Existing literatures have explored the positive effect of leadership style on innovation atmosphere from a team perspective. However, much attention has been paid to transformational leadership ...style, whereas studies on transactional leadership style are not available. To this end, this paper explores the relationship between the two leadership styles and innovation atmosphere in enterprises. The intermediary role that trust and individual identification play in the relationship between leadership style and innovation atmosphere is examined as well. We conduct a survey on 294 respondents and run hierarchical regression and adjustment regression. The results show that (1) transformational leadership style can facilitate to build trust and individual identification; (2) transformational leadership style is more helpful for building innovation atmosphere; (3) it is easier for leaders with transformational leadership style to build trust and that trust positively affects innovation atmosphere; (4) trust and individual identity are helpful for creating innovation atmosphere; (5) trust and individual identification play an intermediary role between transformational leadership style and innovation atmosphere; (6) trust does not play an intermediary role between transactional leadership style and innovation atmosphere, whereas individual identity does. Implications from the findings are discussed.
•We explore the relationship between two leadership styles (transformational leadership style and transactional leadership style) and innovation atmosphere in enterprises.•We also examine the intermediary role that trust and individual identification play in the relationship between two leadership styles and innovation atmosphere.•Data are collected from 294 respondents in an anonymous online survey.•Hierarchical regression and adjustment regression are performed.•Results show that transformational leadership style and transactional leadership style play different roles in building innovation atmosphere in enterprises.•The roles that trust and individual identification play in the relationship between two leadership styles and innovation atmosphere are different as well.•Implications for practitioners are discussed.
This study examined the dimensions of leadership style and organisational citizenship behaviour among workers in Ghana. The explanatory study design was used from the quantitative approach and a ...sample of 636 workers from judicial service, local government, insurance, banking and finance, health, education, ICT, and immigration workers from both the public and private sectors of Ghana. A questionnaire was the data collection instrument for the cross-sectional survey method adopted, and the data gathered was analysed with Partial Least Square-Structural Equation Modelling. The results revealed that directive, supportive, and achievement-oriented leadership styles achieved a significant relationship with organisational citizenship behaviour. Participatory leadership style is also significantly related to directive leadership behaviour in the workplace. The non-significant relationship between the participative leadership style and organisational behaviour was, however, significantly mediated by the directive leadership style. It is recommended that leaders or superiors at workplaces should give more attention to the directive, participatory, achievement-oriented, and supportive leadership styles to be able to enhance organisational citizenship behaviour among workers.
In the aftermath of global warming, organizations are coming under increasing pressure to reduce carbon emissions, minimize waste, and generally become more responsible in their practices. To this ...backdrop, researchers argue that organizational HR practices have significant potential in shaping human behaviors. Therefore, by investigating the employment of a subordinate-supervisor dyad (N = 378 (subordinates), and 141 (supervisors)), this empirical study contributes to the growing literature on Green Human Resource Management (green HRM) and its impacts on employees' green outcomes. In particular, this study tested a novel model to explore the impact of green HRM on Green Creativity (GC) of employees in mediating the role of Pro-Environmental Behaviors (PEBs) and moderating the role of Ethical Leadership Style (ELS). Data were collected from organizations in the Gilgit-Baltistan (GB) region of Pakistan. For testing the results of the proposed hypotheses, structural equation modelling technique using SMART PLS 3 was employed. The results indicate that green HRM has a positive impact on employees' GC. Furthermore, partial mediating role of PEBs was also found. Finally, it was found that the ELS moderates the relationship between green HRM and GC and between green HRM and PEBs. Several theoretical and practical implications are discussed.
PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the ...moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).FindingsThe results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.Research limitations/implicationsAn examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.Practical implicationsIn general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.Originality/valueThis study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.
Leadership plays a central role in determining the direction, culture, and performance of an organization. In the context of globalization, an effective leadership style is becoming increasingly ...important, as leaders need to be able to face the various challenges facing organizations at the global level. Leadership style refers to the leader's methods and behaviors when directing, motivating, and managing others (Fonseca Da Costa Guterresa et al., 2020). A leader's style is shaped by a variety of factors, including personality, values, skills, and experience, and can have a significant impact on the effectiveness of their leadership. The research design used was in the form of a survey. The primary data source obtained in this study was carried out by distributing questionnaires directly to students. Secondary data sources in this study are Human Resource Management Books and previous research journals related to the research topic, namely about Leadership Style. In this study, researchers will describe the Leadership Style possessed by students. Generation Z shows a strong preference for participatory, collaborative and technology-oriented leadership. Participatory leaders listen to and value team input, promote collaboration, and create an inclusive environment (Hassan et al., 2016). This research makes an important contribution to our understanding of Generation Z's preferences and leadership styles in the global economy. These results can assist organizations, leaders, and academics in developing more effective leadership strategies to guide and support future leaders.
•Geopolitical disruptions (GD) influence logistics innovation (performance)•Leadership styles influence GD and logistics innovation performance.•Directive leadership has no effect on GD and logistic ...innovation performance.•Crisis leadership eases GD negative influence on logistics innovation performance.•Participative leadership eases GD negative influence on logistics innovation.•Transformational leadership eases GD negative influence on logistics innovation.
The intricate global supply chains and logistics operations have been acutely vulnerable to recent geopolitical conflicts and resulting disruptions. Meanwhile, research shows that the choice of an appropriate leadership style is pivotal for organisations striving to thrive in dynamic business environments and foster innovation. However, the current literature lacks a theory-driven empirical model that delves into the complex interplay between geopolitical disruptions and logistics innovation, as well as the influence of different leadership styles on this interplay. We address this knowledge gap by cross-pollinating logistics management and leadership literature. Drawing upon the strategic contingency theory and analysing 247 responses from manufacturing and distributing firms, our research reveals a multitude of compelling findings. Specifically, we ascertain that geopolitical disruptions exert a significant detrimental impact on logistics innovation performance. At the same time, we uncover the substantial mitigating effects of crises, participative, and transformational supply chain leadership styles on the negative influence of geopolitical disruptions on logistics innovation performance. That is, firms with supply chain leaders exhibiting higher levels of these three leadership styles experience a diminished negative impact compared to their counterparts. Interestingly, contrary to our initial expectations, the directive leadership style does not demonstrate any discernible effect in alleviating the adverse consequences of geopolitical disruptions on firms' logistics innovation performance. These findings contribute to a deeper understanding of the intricate dynamics at play and provide valuable insights for organisations seeking to navigate and overcome the challenges posed by geopolitical disruptions in their pursuit of logistics innovation.
The study examined leadership styles and employees’ job performance in the Forestry Research Institute of Nigeria (FRIN). A total of 120 employees were chosen at random from among the 900 FRIN ...employees. Percentages, means, standard deviation and regression were used for the analysis. Results showed that the majority (89.2%) of the employees displayed transformational leadership styles while 87.5% of the employees were democratic in their leadership styles. Indicators of autocratic leadership style include: superiors telling subordinates what to do, how to do it, and when they want it done ( x =3.6). Indicators of laissez-faire leadership style include employees responsible for defining his or her own job ( x = 3.01). Aspects of job performance influenced by the leadership styles of employees include: efficiently managing information and data ( x = 4.10) and achieving deadlines ( x = 4.10). Transformational (78.5%) and democratic styles (54.3%) caused (variations in employee job performance. The organization made used of transformational and democratic leadership styles more than other leadership styles. The organisation should encourage the use of the two styles and mix it with other leadership styles where necessary in order to improve the administrative strength and achievement of organisational goals
Every leader in an organization has a different leadership style based on background and cultural beliefs which will determine the effectiveness of an organization. In the last three years, the Steel ...Department of PT. Hanwa Indonesia has the lowest sales and gross profit figures. Therefore, this research aims to analyze the leadership styles of international manager (Japanese) and national manager (Indonesian) in the Steel Department of PT. Hanwa Indonesia along with related factors, obstacles and opportunities encountered by each leader as well as how each leader faces obstacles and opportunities and makes adjustments to achieve company goals. The data analysis technique uses data validity and reliability methods which are tested through a triangulation process. The results of this research show that the leadership styles of international manager (Japanese) and national manager (Indonesian) in the Steel Department of PT. Hanwa Indonesia is a democratic leadership style that is supported by the ability to learn from the experience and interpersonal skills of each leader and the cultural values and traditions of Japan and Indonesia. Obstacles in leading lie in differences in cultural backgrounds involving language and habits. Therefore, each leader seeks to develop cultural sensitivity by learning and understanding their respective language and culture and using their interpersonal skills to guide and facilitate change efforts.
This study aims to determine the effect of transactional and transformational leadership styles on the commitment of stikes banalita Sudama Medan employees with compensation as a moderating variable. ...The research method used is quantitative data method. Data collection in this study was carried out by distributing questionnaires (questionnaires) to respondents. The analysis technique used in this study is the Multiple Linear Regression model. The results of the study show that the Transactional Leadership Style (X1) and the Transformational Leadership Style (X2) have a significant simultaneous effect on the Organizational Commitment variable (Y). Compensation (Z) is a moderating variable that influences the relationship between Transactional Leadership Style (X1) and Transformational Leadership Style (X2) and Organizational Commitment (Y). Variables Transactional Leadership Style (X1), Transformational Leadership Style (X2), and Compensation (Z) can explain the variable Organizational Commitment (Y) of 41.3%. Seeing the results of this study which shows that the provision of compensation strengthens the relationship of leadership style to organizational commitment, it is expected to continue to maintain compensation to always support employee performance which of course will also have a positive impact on the productivity of the Binalita Sudama College of Health, Medan.
