Transformational Leadership Climate Research Articles

The Impact of Transformational Leadership Climate on Business Sustainability and New Product Development Process: Moderating Influence of Strategic Flexibility

Transformational leadership is believed to be crucial factor behind an organization’s success. Studies have been conducted on leaders’ transformational leadership style, but there has been limited research on transformational leadership climate (TLC) in an organization and its effect on new product development process (NPDP) and business sustainability (BS). This study fulfills this gap and it also contributes to the literature by testing the moderating role of strategic flexibility (SF) between TLC and NPDP & BS. The study draws its hypothesis on the basis of contingency theory, upper echelons theory and transformational leadership theory. The authors collected the data from the top managers of private educational institutes affiliated with BISE Multan and used SmartPLS for analyses of data. Based on the analyses of 145 questionnaires, we report that TLC enhances NPDP and BS whereas SF has a significant moderation impact on the relationship between TLC and BS. For the educational institutes, we suggest top management to acknowledge and implement TLC in their organizations for sustaining their performance and for successful launching of new programs/services. Additionally, the importance of resource and coordination flexibility is emphasized for sustainability.

Transformational Leadership Climate Creating Positive Feelings and Improving Performance During the COVID-19 Pandemic

The purpose of this study is to examine the impact of transformational leadership in creating positive feelings and improving performance During the COVID-19 Pandemic in the context of a state owlogisticsic company. The data for this study was collected from a sample of employees working in various organizations during the COVID-19 pandemic. The study employed a survey research method, and a self-administered questionnaire was used to collect data. A total of 500 responses were collected from the participants, who were selected using convenience sampling. The result of structural equation modeling found that a transformational leadership climate positively affects employees' feelings and performance during the COVID-19 pandemic. Specifically, the study found that employees who perceived their leaders as transformational experienced higher levels of positive affect and were more motivated to perform their duties during the pandemic. Additionally, the study found that employees who perceived their leaders as transformational exhibited higher levels of job satisfaction and organizational commitment during the pandemic. These findings highlight the importance of transformational leadership in creating a positive work environment during the pandemic, which is crucial for employee well-being and performance.

A Paradox Perspective on how HRM, Mindset and Leadership Interactively Shape Employee Ambidexterity

Prior research on contextual ambidexterity suggests that ambidexterity is realized by creating an organizational context that allows individuals to make their own decisions about how to best cater to exploration-exploitation demands. However, more insights are still needed about how employees can best be enabled to successfully handle such paradoxical demands. Building on paradox theory and signaling theory, I propose that by fostering employees’ positive stress mindset, ambidextrous human resource management (A-HRM) builds the collective abilities required to facilitate employee ambidexterity. In addition, I contend that the effect of employees’ stress mindset on ambidextrous behavior is contingent on the extent to which they are motivated and provided opportunity to enact ambidextrous behavior by transformational leaders throughout the organization. Results from a cross-sectional, multi-source study of HR representatives and 17520 employees nested in 92 organizations reveal a positive indirect relationship between A-HRM and employees’ ambidextrous behavior, mediated by employees’ positive stress mindset. Additionally, I find that transformational leadership climate positively moderates the positive effect of employees’ stress mindset on employees’ ambidextrous behavior. Thus, this study provides novel insights into the interplay of HRM, mindset and leadership as crucial levers for employees’ ambidexterity.

The Relationship Between Principal Transformational Leadership and Teacher Professionalism through Discipline and Work Climate of State Elementary School Teachers in Tanjung District

This study aims to analyze the direct and indirect relationship between the principal's transformational leadership, teacher professionalism, discipline, and teacher work climate. This study uses the regression method with path analysis. The study population was 314 teachers, and a sample of 176 respondents was taken using a simple proportionate random sampling technique. Data collection uses an instrument using a scale Likert. The questionnaire consists of a principal transformational leadership questionnaire (35 items), teacher professionalism (30 items), discipline (32 items), and work climate (35 items). The instrument was tested for validity and reliability and analyzed using path analysis. The study results found a direct relationship between the principal's transformational leadership, discipline, and work climate with teacher professionalism; there was an indirect relationship between the principal's leadership through field and work climate with teacher professionalism.

Collective compass to unit performance: linking transformational leadership climate, trust and engagement

PurposeThe purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance.Design/methodology/approachThe sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses.FindingsThe relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement.Originality/valueThis study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

Synergistic partners: How HRM and leadership climate shape employees’ ambidextrous behavior

Recent advancements in ambidexterity research suggest that HRM plays a vital role in shaping contextual ambidexterity. Building on social information processing theory, the present study extends this literature by putting the spotlight on two fundamental, yet often implicit assumptions of contextual ambidexterity. First, we examine how HRM practices that are specifically designed to promote ambidextrous cues (i.e., ambidexterity-oriented HRM [A-HRM] practices) are related to contextual ambidexterity. Second, we address the premise that such HRM practices actually affect all employees in an organization. In addition, we introduce transformational leadership (TFL) climate as a critical boundary condition that helps to translate paradoxical signals of A-HRM practices to the employees. We tested these relationships in a multi-source sample of 16,740 employees from 94 organizations and found support for the proposed interaction effect of A-HRM and TFL climate on employees’ ambidextrous behavior and, in turn, organizational performance (i.e., indirect effects). Our study contributes to a better understanding of creating contextual ambidexterity and the important role of leaders in the implementation of A-HRM practices.

Fostering individual-level absorptive capacity and adaptive performance through leadership context

PurposeThis study aims to examine the effects of trait goal orientations (mastery, performance-prove and performance-avoid goals) on individual-level absorptive capacity (AC), ultimately adaptive performance. This study also explores the cross-level moderating effects of transformational leadership climate on these mediated relationships.Design/methodology/approachData from 480 participants in 76 teams from accounting firms in Northeast Thailand were analyzed using the multilevel method.FindingsFindings showed support for positive indirect effects from approach-related goal orientations (mastery and performance-prove) to adaptive performance via AC and a negative indirect effect from avoid goal orientation to adaptive performance via AC. Results showed that a transformational leadership climate strengthens the relationship between goal orientations and AC, but only when team members have a high level of approach-related goals.Originality/valueThis study extends previous work by providing an understanding of how a transformational leadership context and the differences in goal orientations interact to promote or impede an individual's AC. It also extends our understanding of the mechanism of how AC mediated the effects of trait goal orientations and transformational leadership climate on adaptive performance.

The effect of transformational leadership climate on employee engagement during digital transformation in Indonesian banking industry

The industrial era 4.0 requires companies to radically conduct changes related to technology. This is so that the company can follow the market's everchanging appetite and is essential to maintaining the company's sustainability. The digital transformation that occurs is fundamental, changing existing procedures and arrangements and creating a new business ecosystem. In carrying out a company transformation, it requires full support and commitment from workers. And the process needs to be conducted by competent leaders, in line with the spirit of change. In this study, the relationship between transformational leadership climate and employee engagement was measured. The research was conducted on banking service companies that have made radical changes related to technology for 2 years. The results showed that the climate created by leaders who adopt transformational leadership styles has a positive and significant effect on employee engagement. This research is a preliminary study, and has limitations, including the number of samples and types of companies studied.

Synergistic Partners: How HRM and Leadership Climate Shape Employees’ Ambidextrous Behavior

Recent advancements in ambidexterity research suggest that HRM plays a vital role in shaping contextual ambidexterity. Building on paradox theory and social information processing theory, the present study extends this literature by putting the spotlight on two fundamental, yet often implicit assumptions of contextual ambidexterity. First, we examine how HRM practices that are specifically designed to promote ambidextrous cues (i.e., ambidexterity-oriented HRM [A-HRM] practices) are related to contextual ambidexterity. Second, we address the premise that such HRM practices actually affect all employees in an organization. In addition, we introduce transformational leadership (TFL) climate as a critical boundary condition that helps to translate paradoxical signals of A-HRM practices to the employees. We tested these relationships in a multi-source sample of 16,740 employees from 94 organizations and found support for the proposed interaction effect of A-HRM and TFL climate on employees’ ambidextrous behavior and, in turn, organizational performance (i.e., indirect effects). Our study contributes to a better understanding of creating contextual ambidexterity and the important role of leaders in the implementation of A-HRM practices.

Mutual Gains? Health‐Related HRM, Collective Well‐Being and Organizational Performance

AbstractResearch on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.

The Impact of Customer Contact on Collective Human Energy in Firms

This article investigates how and when a firm’s level of customer contact influences the collective organizational energy. For this purpose, we bridge the literature on collective human energy at work with the job impact framework and organizational sensemaking processes and argue that a firm’s level of customer contact is positively linked to the collective organizational energy because a high level of customer contact might make the experience of prosocial impact across the firm more likely. However, as prior research at the individual level has indicated that customers could also deplete employees’ energy, we introduce transformational leadership climate as a novel contingency factor for this linkage at the organizational level. We propose that a medium to high transformational leadership climate is necessary to derive positive meaning from customer contact, whereas firms with a low transformational leadership climate do not get energized by customer contact. We tested the proposed moderated mediation model with multilevel modeling and a multisource data set comprising 9,094 employees and 75 key informants in 75 firms. The results support our hypotheses and offer important theoretical contributions for research on collective human energy in organizations and its interplay with customers.

The effect of transformational leadership and organizational climate with satisfaction partnership at hospital RSUD pariaman Indonesia in 2017

The effect of transformational leadership and organizational climate with satisfaction partnership at hospital RSUD pariaman Indonesia in 2017

Transformational leadership climate through learning organization toward the organizational development

The purposes of this research were 1) to study transformational leadership toward the organizational development and 2) to study learning organization toward the organizational development. The sample groups in this research were 400 people for academic personnel and academic support personnel of national universities in Bangkok by using questionnaire as a research tool. The statistics used in data analysis were percentage, mean, standard deviation, and hypothesis testing by using regression analytical statistic. From studying the research result; transformational leadership, learning organization, and overall organizational development were at high level. The hypothesis testing result found that transformational leadership a had positive influence on learning organization and learning organization had a positive influence on organizational development, then the result of this research made us aware of the official relationship of transformational Leadership with learning organization by influencing organizational development. Moreover, this could be a guideline for executives to apply to the operational roles and to define the organization's policy in order to maximize the organizational development efficiency.

The Effects of Diversity and Transformational Leadership Climate on Organizational Citizenship Behavior in the U.S. Federal Government: An Organizational-Level Longitudinal Study

ABSTRACTAlthough interpersonal conflicts caused by social categorization processes in diversified workforces impede organizational citizenship behavior (OCB), little empirical research has been conducted on managing employee diversity in public sector organizations. Using panel data from the U.S. federal government, this article examines how bio-demographic (i.e., gender and race) and job-related (i.e., functional background and tenure status) diversity affect OCB at the organizational level and how a transformational leadership (TFL) climate moderates these relationships. The results showed that gender and functional diversity are negatively associated with OCB. When moderated by TFL, relationships were weakened. However, both racial climate and tenure diversity and their interactions with TFL climate yielded mixed results. Overall, this article provides evidence for the significant role of TFL climate in encouraging diverse employees to perform beyond their job roles.

Transformational Leadership and Organizational Climate of Educational Institutions Along Thai-Cambodian Borders

The purpose of this research was to study the Transformational Leadership and Organizational Climate of educational institutions along Thai-Cambodian borders, preparing for the integration into the ASEAN economic community. The simple random sample chosen for the study were administrators and teachers with the sample size of 384 based on Krejcie Morgan table. Questionnaire was used to collect data from the respondents and the statistical tools used in the study were Mean, T-Test and Pearson’s Simple Correlation. The variables gender, size of school and working status were considered for the study to find out the significant differences towards transformational leadership and organizational climate. And the relationship between two variables was measured i.e. transformational leadership and organizational climate. The result confirmed that there is a significant difference among the gender, size of school and working status towards transformational leadership and organizational climate. Moreover, it has shown the differences with female respondents, medium-sized school and administrators towards transformational leadership and organizational climate. The result of correlation revealed that there was a positive moderate relationship between transformational leadership and organizational climate at .639. However, the strong association between the individual dimensions was not found. Further, to probe, the educational institutions need to develop transformational leadership to create good organizational climate to compete in ASEAN economic community. DOI: 10.5901/mjss.2016.v7n3s1p470

The Role of Transformational Leadership on Creativity Climate Development in Workplace

Purpose: The company's success in the face of business competition can not be separated from the ability of a transformational leader to create a climate of creativity in the work environment. Design/Methodology/approach: The methodology used is multiple regression analysis which analyzed the data collected. The analysis was performed with the help SmartPLS. Findings: Results of the analysis showed that the relationship between transformational leadership with the climate of creativity to a high correlation (r = 0.313, p = 0. 0001). This study shows that transformational leadership has a significant relationship to the development of creative climate, or it can be concluded that transformational leadership has an important role to the development of creativity in the workplace climate.Originality/value: The study involved 230 respondents working in the banking sector were selected at random. Instruments used for transformational leadership and creativity climate developed by researchers from some of the instruments that have been used in some previous kaiian. Instruments validated by a post hoc analysis of factors involving 125 respondents.

Leadership and thriving behavior as predictors of safety climate in public sector of two countries

The study used survey questionnaires to investigate the links between transformational leadership, thriving behaviour, and safety climate within the Australian and Indonesian public sectors. Data f...

The Importance of the Transfer Process for Understanding Outcomes of Leadership Training

In previous research outcomes of leadership training have varied, with some studies suggesting large effects and others small. Although the transfer of training literature suggests a number of factors that influence training outcomes, this knowledge has seldom been used when evaluating outcomes of leadership training. In the present research, we examined follower-rated outcomes of two leadership trainings, one in Sweden (N= 247) and one in Denmark (N = 312), from a transfer of training perspective. Using Baldwin and Ford’s Transfer of Training Model as a framework, we found that leaders’ utility reactions (i.e., perception of usefulness) and learning were directly linked to transfer of training. In addition, leaders’ perceptions of transfer were associated with post-intervention follower-rated transformational leadership, collective self-efficacy, and safety climate. The results indicate the importance of understanding how contextual factors influence training outcomes and that these factors need to be pa...

An empirical examination of personal learning within the context of teams

SummaryUsing a sample of 588 employees in 59 work teams, we tested a model that situates personal learning within the context of teams, viewing it as a joint function of teams' leadership climate (i.e., transformational leadership) and task characteristics (i.e., task routineness and task interdependence). Consistent with our hypotheses, we found that the positive relationships between transformational leadership climate and the two dimensions of personal learning (relational job learning and personal skill development) were moderated by the nature of the teams' tasks. Specifically, transformational leadership climate was more strongly associated with personal learning for members of teams working on tasks that were less routine, rather than more routine. However, no significant moderation was found for leadership climate and task interdependence. Our findings underscore the importance of taking into account the contextual conditions within which leadership influence occurs while also demonstrating the potential role that leaders can play in promoting employees' personal learning. Overall, our study bolsters theories that conceptualize adult learning as a transaction between people and their social environments and points to a practical need to match leadership styles with team task characteristics to unleash transformational leadership effects. Copyright © 2015 John Wiley & Sons, Ltd.

The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance

In this paper, we suggest that CEO charisma is related to firm performance via its effect on two important mediators. First, charismatic CEOs are expected to raise the transformational leadership climate within an organization. Second, both CEO charisma and transformational leadership climate are proposed to increase a firm’s organizational identity strength (OIDS), which in turn, relates positively to firm performance. We tested these propositions on a sample of 150 German companies (20,639 employees) with a three-path mediation model at the organizational level of analysis, utilizing four independent data sources. Our study helps open the black box of organizational leadership and organizational performance by demonstrating top-level leadership’s (CEO charisma) cascading effect on the TFL climate throughout the organization and by showing that OIDS mediates both leadership levels’ relationships with firm performance. Further, our study is the first to investigate the relationship between OIDS and performance at the organizational level of analysis.