Relationship of transformational leadership with employee creativity and organizational innovation

Potential impact of relational job design on future intentions of episodic volunteers in major sport events

Introduction

Based on Social Identity Theory, this study hypothesized the parallel mediating roles of organizational commitment, and commitment to beneficiaries, in the relationship between relational job design and future volunteer intentions among episodic volunteers at a mega sport event. Perceived organizational support was tested as a moderator of this relationship.

Methods

Participants were 617 episodic volunteers (35.7% male and 64.3% female) at the 7th CISM Military World Games in Wuhan, China, who completed online questionnaires.

Results

Regression-based analyses indicated that relational job design positively predicted future volunteer intentions through organizational commitment. Although the results did not indicate a mediating role of commitment to beneficiaries, relational job design was still shown to positively predict commitment to beneficiaries. Furthermore, the association between relational job design and commitment to beneficiaries was moderated by perceived organizational support, such the effect was stronger when perceived organizational support was high.

Discussion

The results have practical implications for strengthening episodic volunteers' intentions to participate in future mega sport events, creating a legacy of volunteerism.

Inducement factor of talent agglomeration in the manufacturing industrial sector: A survey on the readiness of Industry 4.0 adoption

China's economy has progressed from a rapid growth phase to one of high-quality development and innovation. Industry 4.0 manufacturing technology and processes include cyber-physical systems (CPS), Industrial Internet of Things (IIOT), Cognitive Computing and Artificial Intelligence (CCAI) as advancements in computerization and information exchange the relevant variables data, and a survey questionnaire are used to accumulate three-year data from 2017 to 2019. The Structured Equation Modeling (SEM), analytic hierarchy process (AHP), and mediating variable in a SOBEL test are applied. The results show that Industry 4.0 is the primary practical corridor to official and familiar in sequence substitute policy and collaboration for talent agglomeration on research projects. It lowers the fixed price of human capital and significant factors active long-term innovation and profit at the end of the inferential test results. Hypotheses findings show that the associations between dependent and independent variables are essential, and latent variables GFI, CFI, TLI, and IFI have acceptable values. CMINDF and RMR fulfill the fit criteria and results will assist managers and policymakers in spotting talent agglomeration activities implemented to increase manufacturing businesses' readiness to reap the most benefits from Industry 4.0 adoption.

The Impact of Transformational Leadership on Service Employees in the Hotel Industry

Transformational leadership is important to the hotel industry where employees play a critical role in delivering the service. Transformational leadership is a leadership style that causes changes in employees by sharing the organization's vision and goals, providing necessary resources, promoting intellectual stimulation, and expecting high performance. This study uses four dimensions of transformational leadership to investigate how the dimensions influence employees' organizational identification, creativity, and task performance. In order to test the proposed model, data were gathered from employees of six hotels in South Korea. The data were analyzed with SmartPLS 4.0 program. The finding shows that four dimensions of transformational leadership have different effects on organizational identification and creativity. While core transformational leadership and supportive leader behavior enhance employees' organizational identification, which affects creativity and task performance, intellectual stimulation has an impact on creativity, which influences task performance. The post hoc analysis shows that organizational identification fully mediates the relationship between two dimensions of transformational leadership and creativity. This study contributes to the existing literatures of leadership theory and social identification theory by expanding the knowledge on the role of transformational leadership on employees. Some theoretical and practical implications are offered.

Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

This study was conducted to determine the Organizational Citizenship Behavior (OCB) of correctional officers at the Super Maximum-Security Prison in Indonesia which is influenced by Transformational Leadership (TL) either directly or indirectly through Affective Organizational Commitment (AOC), Job Satisfaction (JS) and Job Self-Efficacy (JSE). This research was conducted on 224 prison officers as a sample size. Data was collected by means of a questionnaire distributed via Google Form. Robustness was built in two stages; the first stage was through a try out of research instruments and the second stage was through data collection which was done with the time lagged method. Furthermore, the data were analyzed using Structural Equation Modeling (SEM) with the help of AMOS 24 software. The results of this study indicate that triple mediation consisting of AOC, JS and JSE fully mediates the effect of TL on OCB. The novelty of this research lies in the role of triple mediation as the focuses of the study. Furthermore, the triple mediation has been proven to fully mediate the effect of TL on OCB thus may serve as empirical evidence that contribute to theoretical and practical developments in the fields of Human Resource Management and Organizational Behavior.

The role of leadership in collective creativity and innovation: Examining academic research and development environments

Introduction

Leadership is pragmatically linked to innovation adoption and implementation at a team level, as managers oversee the strategic decisions and policymaking, control resources, and moderate the scanning and searching of the environment. The paper attempts to provide new concepts and examines theoretical and practical implications to better understand how the leadership role is executed in an R&D environment to foster team creativity and innovation.

Methods

A quantitative analysis was plausible over qualitative research mainly because the survey was conducted using a single technique, employing a questionnaire that was selected after checking the principal component analysis (PCA) and confirmatory factor analysis (CFA).

Results

The findings show that the production of ideas positively impacts leadership, leading to growth and competitive advantage for the organization. Also, the PMEG (people, means, effects, goals) framework will positively impact leadership as leaders focus on those factorsthat influence an individual's attitudes, behaviors, and interactions between groups.

Discussion

The paper highlights the involvement of R&D organizations and groups in developing innovative products, services, technologies, and processes that further positively impact a team. This study is the first to highlight the role of the PMEG framework with the factors that influence an individual's attitudes, behaviors, and interactions between groups. The study's main contribution is to explore creativity as a potential mediator for leadership-organizational innovation.

The influence of the career calling on the employees' creative deviance

As creative deviance can improve organizational innovation ability and competitiveness effectively, scholars have recently paid much attention to this innovative manner. This paper examines the mechanism between career calling and creative deviance based on 304 surveyed samples via a cross-temporal questionnaire. The results show that employees' career calling exerts a significant positive impact on their creative deviance, and employee creativity plays a mediating role in this relationship. Furthermore, ethical leadership positively moderates the relationship between career calling and employee creativity as well as the relationship between career calling and creative deviance.

The influence of big data analytic capabilities building and education on business model innovation

As organizations are benefiting from investments in big data analytics capabilities building and education, our study has analyzed the impact of big data analytics capabilities building and education on business model innovation. It has also assessed technological orientation and employee creativity as mediating and moderating variables. Questionnaire data from 499 managers at enterprises in Jiangsu, China have been analyzed using Structural Equation Modeling (SEM) in SmartPLS. Big data analytics capabilities building and education strengthen technological orientation and increase business model innovation. Technology orientation increases business model innovation and plays a mediating role. Employee creativity also boosts innovation. These findings show that business managers should adopt and promote a technological orientation. They should hire and train employees with big data education and training. Organizations can try to select and support employees who show creativity.

Facilitating the Creativity of Governmental Employees via High-Involvement Human Resource Management Practices

The study examines some of the facilitators of governmental employees’ creativity by developing and testing a model linking perceived high-involvement human resource practices (HIHRPs) to an employee’s creativity (EC), via the mediating mechanism of an employee’s felt trust (FT). Online questionnaires were used to collect data from 241 staff members at a main governmental university in Jordan. Structural-equation modeling (SEM) via AMOS and the PROCESS macro in SPSS were used for data analysis. The study found: 1-HIHRPs as a bundle had a positive significant influence on EC, however, as discrete practices, only empowerment and competence development had significant relations with EC. 2-HIHRPs (as a bundle and as discrete practices) had positive significant influences on FT. 3-FT was positively and significantly related to EC. 4-FT mediated the relations between HIHRPs (as a bundle and as discrete practices) and EC.

Transformational leadership and employee innovation: Examining the congruence of leader and follower perceptions

Organizations are relying on their leaders to demonstrate effective leadership behavior that positively affects employee innovation. However, discrepancies are often found between leaders’ self-perception and followers’ perception of leadership. Understanding the discrepancies is critical for narrowing the leader–follower perception gap and achieving congruence between leaders and followers. This forms the motivation of this study, which aims to compare and contrast the direct and mediated (through psychological empowerment) impact of transformational leadership behavior on employee innovation performance from the perspective of both leaders and followers. Multisource data using questionnaires were collected from 66 leaders and 220 followers in the United Arab Emirates. The results show that leaders’ self-perception scores were significantly lower than that of their followers. Also, discrepancies in perceptions of the direct impact of transformational leadership behavior on employee innovation were found such that a positive and significant relationship was found for followers while no significant relationship was found for leaders. Finally, psychological empowerment mediates the relationship between transformational leadership and employee innovation performance for both leaders and followers, though leaders perceive the mediation of psychological empowerment to be stronger than followers perceive it to be. The study findings show the importance of obtaining multiple-source feedback to first assess the perceptions of both leaders and followers and then make necessary interventions (if required) to narrow perception gaps between leaders and followers since discrepancies could lead to poor organizational culture.