Challenges in Management facing Transformational Leaders Service and Technology

Annotated bibliography: Management and Accounting Challenges facing Transformational Leaders: Service and Technology
Carreiro, H., & Oliveira, T. (2019). Impact of transformational leadership on the diffusion of innovation in firms: Application to mobile cloud computing. Computers in Industry, 107, 104-113.
The authors of this article maintain that leadership forms one of the main factors for organizational adoption of successful innovation. But researchers have yet to delve into the subject of leadership elements impacting adoption stages (namely, initiation, implementation, and ‘routinization’). This research involved authors formulating and empirically testing a model based on transformational leadership elements as well as diffusion of innovation model phases, utilizing PLS technique and information from as many as 154 companies, for studying the implementation of novel technology, namely MCC (mobile cloud computing). Factors like corporate vision, supportive leaders, intellectual stimulation, and personal acknowledgment are important when it comes to implementation intent. In contrast, supportive leaders are a driving factor for implementation as well as ‘routinization.’ This research work’s outcomes reveal that leadership vision, together with considerateness and identifying the personal needs of others (both indications of offering individual support), have been linked strongly to the implementation of a major information systems innovation like MCC. It reveals that understanding the effect of the leadership element individually on innovation dissemination is important, instead of retaining them as a single comprehensive construct. The authors conclude that empathetic, efficient leadership, right from the vision stage to the stage of institutionalization, proves crucial to adopt information technology cloud innovation successfully. Superior communication skills, involving ensuring team motivation, personnel being up- to- date on reform and growth, and regular emphasis on corporate goals, are elements of robust leadership. Based on researcher understanding, this is the foremost research work dealing with MCC implementation in organizations.
Al Ahmad, S., Easa, N. F., & Mostapha, N. (2019). The Effect of Transformational Leadership on Innovation: Evidence from Lebanese Banks. European Research Studies Journal, 22(4), 215-240.
TL (transformational leadership) has been considered one of the key elements impacting innovation. This approach to leadership arguably contributes significantly to the development of an environment, process, and structure for organizational innovation. The aim of this study was: studying the effect TL has on two innovation facets: process and product innovation. The article banked on explanatory and quantitative analysis using SEM (structural equations modeling) with AMOS 20 for researching the link between innovation and TL. The Survey technique was utilized for information acquisition. The sample outcome was ascertained via stratified probability sampling of roughly 310 individuals employed at 27 Lebanese banks. Study findings corroborated TL’s significance when it comes to improving innovation within the banking sector. Its main implication is: customized consideration forms the greatest predictor of process and product innovation; the next greatest would be an idealized influence and inspirational motivation.
Meanwhile, intellectual stimulation doesn’t significantly impact the process and product innovation. Study findings indicate how the TL approach gives rise to improved results for banks by mobilizing its staff members to adopt innovative processes and products. The findings improve insights into processes whereby transformational leadership approaches stimulate innovation, in addition to highlighting the advantages of promoting more transformational leadership approaches for producing more innovative results. In this respect, the finding indicates that banks must choose leaders adopting a suitable leadership approach for accomplishing their established aims. For instance, if a bank aims at launching a new service or product, it requires a leader possessing intellectual stimulation skills and approach to leadership, encouraging personnel to look for alternatives at all times while resolving issues and considering unique, novel ways of assignment completion. Moreover, it would require a leader equipped with the inspirational approach to motivation, capable of establishing a definite, steady organizational vision for its long- term aims.
Zhang, Y., Zheng, J., & Darko, A. (2018). How does transformational leadership promote innovation in construction? The mediating role of innovation climate and the multilevel moderation role of project requirements. Sustainability, 10(5), 1506.
Innovation contributes significantly to the construction sector’s sustainable growth. Hence, the authors of this study attempted to explore the part played by transformational leadership when it comes to shaping the innovative behavior of personnel through studying the innovation setting’s mediating impacts as well as the moderating, cross-level impact of innovation as a requirement of the project. This study aims at acquiring profound insights into how transformational leadership influences innovative behaviors of followers or subordinates, discovering the mechanism of occurrence of the impact and boundary conditions for relationship improvement. For accomplishing this objective, authors administered/dispatched questionnaires to as many as 300 Chinese construction sector experts, receiving a total of 251 valid answers. Information gathered using the questionnaire was evaluated using the HLM (hierarchical linear modeling) technique. The outcomes suggest that a transformational leader has the potential to cultivate a mutual atmosphere for innovation within the organization, stimulating innovative behavior among personnel.
Furthermore, innovativeness, in the form of a project- level requirement, serves to reinforce the indirect bond between innovative conduct and transformational leadership through the innovation atmosphere. Thus, with greater innovativeness being one of the project requirements, transformational leadership will more likely positively impact a person’s innovative behavior through the perceived innovation atmosphere. Study findings improve insights into the part played by innovation atmosphere and leadership in influencing individual behavioral results and show promise when it comes to helping project leadership and management encourage innovativeness in project organizations.
Aldholay, A. H., Isaac, O., Abdullah, Z., & Ramayah, T. (2018). The role of transformational leadership as a mediating variable in DeLone and McLean information system success model: The context of online learning usage in Yemen. Telematics and Informatics, 35(5), 1421-1437.
Colleges, universities, and governments worldwide have been incorporating e-learning into their policies and visions, which has already changed how people socialize, learn, and conduct business activities. Hence, leadership contributes increasingly significantly to the adoption and efficacy of e-learning objectives. Different kinds of leadership exist within higher education and governmental organizations’ leadership structure. While previous studies have delved into e- learning’s implementation and application in diverse settings, the transformational leadership approach’s mediation aspect hasn’t yet been studied using the McLean and Delone Information Systems success theory. This theory represents a basis for complex- dependent variable measurement within information systems research. Data in this study was compiled from a total of 448 students enrolled in 9 public universities in Yemen. The information analysis step that followed employed SEM (structural equation modeling) via SmartPLS 3.0. The highly flexible and sound PLS (partial least squares) technique is adopted. The information gathered reveals five key outcomes: firstly, overall quality (i.e., quality of service, system, and information) positively influences transformational leadership; secondly, transformational leadership positively affects actual use; thirdly, overall quality positively, though indirectly, influences actual use in the transformational leadership style; fourthly, actual use has a great impact on performance and user satisfaction levels; and finally, user satisfaction positively influences student performance. The model put forward accounts for 61 percent of performance impact variance; furthermore, practical and theoretical implications are also provided.
Zappalà, S., & Toscano, F. (2019). Transformational leadership and innovation adoption: Is there a moderation role of personal initiative and job control?. Psychologica, 119.
Chief physicians, hospital management, nursing staff, and other doctors within the healthcare field engage in innovation for dealing with continuous evolution. The authors of this research work addressed the topic of whether or not the transformational approach to leadership is linked to adopting workforce suggestions, and whether job control and personal initiative moderate the relationship. The subjects of this research work were doctors, nursing staff, and technical and auxiliary collaborators (n = 137) working in a public hospital in Italy. Correlations between every variable studied were worked out with the aid of the SPSS PROCESS Macro. Outcomes reveal a correlation between the transformational style of leadership and innovation adoption; however, no greater significance of relationship was observed upon inclusion of examined moderators in this analysis. Job control and personal initiative have no moderating effect on the link between innovation adoption and transformational leadership; however, they have a direct, significant impact on innovation adoption. According to this study’s findings, healthcare organizational innovation is linked more to personal initiative, job control, and other personal variables, as opposed to transformational leadership. The research’s practical implications are particularly linked to micro-level hospital innovations put forward by nursing staff and physicians. The study reflects a fairly low innovation adoption average, indicating hospitals’ extremely multifaceted nature and the need for excessively high coordination, implying hierarchy is still preferred to the bottom-up approach. This research indicates that the job control and personal initiative of nursing staff and other personnel are linked to their perception of their suggestions being put into actual practice. As a result, one of the intriguing practical implications of this research is: innovation might be linked to job control and proactivity of personnel – two relevant healthcare personnel performance traits.
References
Al Ahmad, S., Easa, N. F., & Mostapha, N. (2019). The Effect of Transformational Leadership on Innovation: Evidence from Lebanese Banks. European Research Studies Journal, 22(4), 215-240.
Aldholay, A. H., Isaac, O., Abdullah, Z., & Ramayah, T. (2018). The role of transformational leadership as a mediating variable in DeLone and McLean information system success model: The context of online learning usage in Yemen. Telematics and Informatics, 35(5), 1421-1437.
Carreiro, H., & Oliveira, T. (2019). Impact of transformational leadership on the diffusion of innovation in firms: Application to mobile cloud computing. Computers in Industry, 107, 104-113.
Zappalà, S., & Toscano, F. (2019). Transformational leadership and innovation adoption: Is there a moderation role of personal initiative and job control?. Psychologica, 119.
Zhang, Y., Zheng, J., & Darko, A. (2018). How does transformational leadership promote innovation in construction? The mediating role of innovation climate and the multilevel moderation role of project requirements. Sustainability, 10(5), 1506.