Abstract
The generation of innovation initiatives within companies is a preponderant share for the development and growth of business lines, as it helps to improve the market shares and competitiveness since these come to be implemented and the FINTECH organizations are no exception. However, some companies have not encouraged these dynamic works, hence the need to identify which elements and type of workers contribute to generate these actions. To do this, it becomes necessary to analyze how transformational leadership, self-creative efficacy, and intrinsic motivation within organizations are given and how with these characteristic’s companies create value. Even from the literature review, it was identified that the so-called theory of dynamic capabilities provides a framework to understand that organizations constantly must evolve their resources if they wish to remain competitive in industries that have participation. To address the above, it seeks to understand the characteristics, abilities, and motivations from transformational leadership to flourish creativity. In this sense, it should be noted that transformational leadership has been conceived as the ability to influence employees by expanding and raising their expectations by giving them confidence to develop beyond their own expectations (Dvir, Eden, Avolio & Shamir, 2002). In turn, it is intended to generate information needed for decision-making by the different actors involved in this process to facilitate environments to promote efficiency and effectiveness in the delivery of products and / or services seeking to promote intrinsic motivation in followers to generate value to customers.
Highlights
We present the following hypothesis: H3: Intrinsic motivation has a direct impact on selfcreative efficacy
The central objective of this research is to understand how transformational leadership (TL) of the heads influences the creative self-efficacy (CSE) of the followers, moderated by their intrinsic motivation (IM), the latter being the unit of analysis, suggested as a future line of investigation according to Jaiswal & Dhar (2015) and Gong, Huang & Farh (2009)
Taking into consideration that analyzes carried out from similar investigations, it is presented as a reference to Nader & Castro 2007 in their study of the influence of values on leadership styles: an analysis according to Bass's transformational-transactional leadership model, it is concluded that if there is a relationship of people in positions of power exerting motivational influence on the behavior of their subordinates
Summary
In this new era, when speaking about banking institutions in terms of efficiency and business, the main advances in the application of digital technology have focused on specific business segments such as loans, payment systems, financial advice and insurance. Fintech companies have the potential to reduce the cost of intermediation and expand access to financing for sectors of the population without services and even for less developed countries. One reason for this efficiency-enhancing feature lies in the potential to help overcome information asymmetries, which are the foundation of the banking business. Over the years it has been suggested that creativity, the generation of new and useful ideas (Amabile, 1996), is of utmost importance for the survival and competitiveness of organizations (for example, George and Zhou, 2002; Oldham and Cummings, 1996; Zhou, 1998) They have been driven by the assumption that the creativity of employees is beneficial to the achievement of the strategic objectives of the company. Researchers have devoted significant attention to identifying its antecedents, but have shown much less interest in its effects (Mumford, 2003; Zhou and Shalley, 2008)
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