From transactional to transformational leadership: Learning to share the vision
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Leadership styles, collaborative integrative behavior and ambidexterity in university research groups
2024, Learning OrganizationThe purpose of this study is to understand the influence of the transformational, transactional and laissez-faire leadership styles and collaborative integrative behavior of the team with respect to organizational ambidexterity (the combination of exploration and exploitation learning) in university research groups.
From a survey conducted with a sample of 506 researchers, members of 165 research groups, working in an emerging economy, a multiple regression model analysis was performed.
Findings of this study provide evidence that the coordinator's transformational leadership and the collaborative integrative behavior of the team positively influence organizational ambidexterity of research groups. Transactional leadership and laissez-faire style do not show any significant influence.
This study addresses the lack of knowledge regarding organizational learning in research groups to explore and exploit knowledge through research result transfer processes based on the organizational ambidexterity logic in higher education institutions (HEIs) from emerging economies. The study aims to contribute to the literature on leadership styles and ambidexterity in HEIs in emerging economies, particularly in Latin America, where there is still a scarcity of research on the attributes of effective leadership.
Redefining concepts to build theory: A repertoire for conceptual innovation
2024, Human Resource Management ReviewDefining and redefining theoretical concepts is an essential part of HRM research, but its role in the theorizing process is still poorly understood. While concept redefinition practices are often dismissed as a scholarly malpractice (‘concept proliferation’) by methodologists, we argue that concept redefinition enhances the health of a literature if one makes a theoretical contribution. To learn what this entails, we first explore the various philosophical motivations for why and how concept definitions are reformulated, changed, and improved. This culminates in a general framework and a vocabulary of ten different opportunities for making theoretical contributions via conceptual redefinition, using the concept of charisma as an illustrative case. From our analysis we induce that concept redefinition is both inevitable and necessary as a form of theory development and conceptual maintenance in many fields of inquiry. We discuss the implications of our framework as being a methodological ‘repertoire’ that, we hope, spurs both useful and novel concept redefinitions that help maintain a healthy HRM literature.
Evidence of validity and reliability of the controlling motivational style questionnaire in the work context
2024, HeliyonAccording to the self-determination theory (SDT), leaders may adopt a controlling motivational controlling style (CMS) that forces employees to think, feel, or behave in a certain way to promote employee motivation. However, a scale has yet to be developed to measure CMS in the work environment. Usually, researchers use questionnaires adapted to different contexts or designed for another motivational style. However, whether these questionnaires capture the behaviors that represent CMS in the work context is little known. This research aimed to elaborate on and analyze the validity and reliability of the questionnaire on Controlling Motivational Style at Work (CMS-W). The study was based on a literature review of the types of controlling behaviors and a review of questionnaires used by SDT researchers who assessed the controlling motivational style in different contexts. A Peruvian sample of 1100 public sector employees participated. The results show that the short and encompassing CMS-W-11 has a one-dimensional structure with good fit indices: Robust RMSEA = 0.071 with 90 % CI from 0.064 to 0.078; Robust CFI = 0.975; Robust TLI = 0.969; SRMR = 0.025 and good reliability coefficients: Ω = 0.930 and AVE 0.630. Furthermore, it shows convergent validity with controlled motivation (r = 0.260, p < .001) and discriminant validity with autonomous motivation (r = −0.270, p < .001). Moreover, the invariance of the gender category was tested. The fit indices were adequate, and the comparative results between the models were also satisfactory. In addition, the behaviors of the CMS in a work context are conditional negative regard, judging and devaluing, control through objectives, intimidation, and intrusive authority. Therefore, labor organizations will have the CMS-W validated and tested in a work context to evaluate the CMS of leaders and study how it related to the motivation of human capital and organizational objectives.
Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?
2024, International Journal of Project ManagementMultiple project team membership is a prevalent phenomenon in modern organizational life. However, is any leadership behavior in such a setting beneficial to individual team members' performance? Our study suggests that working in a multiple project team setting requires particular types of leadership. In an experimental design, we manipulated charismatic and boundary-spanning leadership behaviors in single and multiple team project settings and we studied their effects on project members’ performance. When workers are part of a single team, charismatic leadership enhances their performance to a greater extent than a boundary spanning leader. When members are part of two project teams concurrently, boundary-spanning leadership behavior becomes more beneficial for individual performance compared to charismatic leadership. The main theoretical contribution lies in the insight that different organizational project forms ask for different leadership behaviors to nurture individual performance. Practically, (future) project leaders must be prepared for operating in different project settings.
Safety leadership: A bibliometric literature review and future research directions
2024, Journal of Business ResearchThe field of safety leadership, despite significant growth, remains fragmented. This paper aims to consolidate this field by conducting a bibliometric review of 2,098 articles and 86,495 secondary documents to provide a comprehensive view of safety leadership research. Co-citation analyses revealed three foundational knowledge clusters: leader roles in safety climates and systems; mechanisms of leadership influence on safety outcomes; and the theoretical/empirical foundations for safety leadership. Additionally, bibliographic coupling analyses spotlight five emerging frontiers: leadership practices and safety climates; enabling safety performance and behaviors; holistic and contextualized perspectives informing safety leadership; multilevel lenses of leading safety climate/culture; and active, social, and transformative elements of safety leadership. We synthesize these findings to propose a future research agenda aimed at fostering both theoretical and empirical advancements of safety leadership research.
The intertwined effect of HRM practices and transformational leadership on employees’ attitudes in an M&A context: Evidence from a collaborative and mixed-methods study
2024, European Management JournalThis mixed-methods study investigates transformational leadership in the context of a recent merger through a collaborative research project aimed at co-producing scientifically rigorous and practically relevant knowledge. Using qualitative and quantitative data, this study contributes to the growing stream of literature aimed at exploring how two key organisational levers, specifically leadership and HRM, impact the development of positive employees' attitudes, which is central to the success of any M&A process. In particular, this paper shows that in M&A contexts, HRM opportunity-enhancing practices (aimed at allowing employees to exercise their competencies and efforts in engaging with the organisation's decision-making processes) mediate the relationships between transformational leadership and both employees' job satisfaction and affective commitment. This suggests that organisations interested in developing employees' affective commitment and job satisfaction in merger and acquisition (M&A) contexts should complement transformational leadership with contextualized HRM practices to support employees coping with issues related to the perception of reduced opportunities. In addition, attention should be paid to leadership behaviours of local leaders, and not necessarily of those at the apex of the organisational hierarchy guiding the merger.