scholarly journals A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader–member exchange

2010 ◽  
Vol 16 (1) ◽  
pp. 83-99 ◽  
Author(s):  
Herman HM Tse ◽  
Rebecca J Mitchell
Keyword(s):  
Transformational Leadership ◽  
Theoretical Model ◽  
Knowledge Creation ◽  
Theory And Practice ◽  
Future Research ◽  
Leader Member Exchange ◽  
Research Attention ◽  
Member Exchange ◽  
Underlying Mechanisms

AbstractConsiderable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge-creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader–member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how open-mindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.

scholarly journals A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader–member exchange

2010 ◽  
Vol 16 (1) ◽  
pp. 83-99 ◽  
Author(s):  
Herman HM Tse ◽  
Rebecca J Mitchell
Keyword(s):  
Transformational Leadership ◽  
Theoretical Model ◽  
Knowledge Creation ◽  
Theory And Practice ◽  
Future Research ◽  
Leader Member Exchange ◽  
Research Attention ◽  
Member Exchange ◽  
Underlying Mechanisms

AbstractConsiderable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge-creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader–member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how open-mindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.

The role of status and power inequalities in leader-member exchange

Leadership ◽  
2021 ◽  
pp. 174271502110264
Author(s):  
Theano Lianidou
Keyword(s):  
Theoretical Model ◽  
Empirical Research ◽  
Social Dominance ◽  
Future Research ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Similarity Attraction ◽  
Formal Status

Demographically diverse leader-member relationships are predominantly studied based on similarity-attraction theory. However, empirical research examining the effect of similarity and dissimilarity on leader-member exchange (LMX) quality has resulted in inconsistent findings. I propose a new theoretical model which suggests that the LMX quality of demographically diverse leader-member dyads is affected by informal and formal status and power inequalities. My propositions, which lead to different outcomes than those of similarity-attraction theory, draw primarily upon social dominance theory and show how inequalities in demographic status and power and in positional status and power intertwine to affect LMX quality. Theoretical contributions and future research opportunities are discussed.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

scholarly journals Abusive Supervision and Unethical Pro-Organizational Behavior: The Mediating Role of Status Challenge and the Moderating Role of Leader–Member Exchange

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110335
Author(s):  
Guanxing Xiong ◽  
Huadong Huang ◽  
Yingyi Ma ◽  
Cuiqi Liang ◽  
Haixia Wang
Keyword(s):  
Organizational Behavior ◽  
Abusive Supervision ◽  
Future Research ◽  
Leader Member Exchange ◽  
Conservation Of Resources ◽  
Chinese Enterprises ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange

Unethical pro-organizational behavior (UPB) refers to unethical behavior that employees engage in to benefit their organization. Although UPB has received great attention from management scholars, little research has tested the influence of negative and destructive behavior from supervisors, such as abusive supervision, on UPB. Using conservation of resources theory, this study examines when and how abusive supervision affects UPB. Data were obtained from Chinese enterprises, and 368 time-tagged questionnaires were analyzed to test the moderated mediation model. Results revealed that abusive supervision positively influences UPB and that status challenge mediated this relation. Furthermore, the indirect effect of status challenge was moderated by leader–member exchange (LMX). Specifically, this effect was stronger when LMX was high. We discuss the theoretical and practical implications of our findings, and propose future research directions.

scholarly journals Influence of Transformational Leadership on Novelty of Product Ideas: Validation of Theoretical Model

2018 ◽  
Vol 14 (7) ◽  
pp. 156
Author(s):  
Jasminka Ahmetasevic ◽  
Merdzana Obralic
Keyword(s):  
Social Sciences ◽  
Transformational Leadership ◽  
Theoretical Model ◽  
Knowledge Creation ◽  
Future Research ◽  
Conceptual Approach ◽  
Microsoft Word ◽  
Software Packages ◽  
The Relationship ◽  
Regression Tests

This study investigates the relationship between transformational leadership and novelty of product ideas. Conceptual approach based on the theory has been applied to provide better understanding of the relationship between transformational leadership and two knowledge creation modes (internalization, externalization). Mediating roles of internalization and externalization in a relationship between transformational leadership and novelty of product ideas will be investigated. After conducting a systematic literature review, theoretical model will be proposed and validated using regression analysis. Main software packages used in this study are Microsoft Word and Statistical Package for Social Sciences. This is one of the first studies to explore the link between transformational leadership and novelty of product ideas. It, however, has two important knowledge creation modes, internalization and externalization as mediators. The main finding of this paper is the validation of theoretical model which mostly confirmed assumptions based on previous literature. Regression tests indicated confirmation of five hypotheses, while mediation tests indicated partial mediation of Internalization and Externalization. It is recommended that future research should conduct validation of the model using other methodologies and different samples, or same samples in different time periods, to provide stronger empirical evidence for the confirmation of tested hypotheses.

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