Cross Comparative Analysis on the Models of Transformational Leadership and Pseudo - Transformational Leadership

Abstract

Transformational leadership has been the center of interest for organizational behavior theorists and management experts due to this leadership style's significance and appeal with reference to organizational team performance, effectiveness as well as innovativeness. In addition, new product development is considered the core operation of each and every industrial concern. The success of new product development related operations is getting more challenging in today's' turbulent economic conditions. Hence, the current study is an attempt to explore the interconnection between transformational leadership and new product development team's effectiveness to support organizational innovation. The empirical study was conducted based on the implementation of especially devised and validated quantitative and qualitative. This study sample represented the new product development team's working at three different global locations of an energy sector company. The data obtained through the mixed mode of survey tools was analyzed statistically and qualitatively by implementing statistical methods. The research outcomes revealed that the dimensions of management initiative (innovation variable), collaboration (NPD team effectiveness variable), communication (NPD team effectiveness variable), affiliation with leader (transformational leadership variable) have positive association among each other while product innovation (innovation variable), communication (NPD team effectiveness variable) and leader's competence to empower its team (transformational leadership variable) have shown negative internal association.