Samad, S. (2012). The influence of innovation and transformational leadership on organizational performance. Procedia - Social and Behavioral Sciences, 57, 486-493. https://doi.org/10.1016/j.sbspro.2012.09.1215
This article explores the relationship between innovation and two leadership styles; transformational leadership and organizational performance. This article depicts the sufficiency in influencing innovation and transformational leadership, positively influencing organizations' performances through its findings. Transformational leadership and innovation are vital resources that organizations should utilize as competitive advantages to achieve desired organizations' performance. This article mainly aimed to gather evidence of the relationship between transformational leadership, innovation, and organizational performance. Furthermore, the research explores the impact of innovation, and transformational leadership has on corporate arrangements. The research literature describes how the Resource-Based Theory (RBV) is utilized to highlight the organization's characteristics required to achieve a competitive advantage. The RBV theory emphasizes the role of innovation and leadership assume in every organization's competitive performance.
Page, L., Kramer, M. R., Klemic, G. (2019). A decade of reviews on leadership: A conceptual perspective and direction. Journal of Leadership, Accountability, and Ethics, 16(5), 90-102.
The article is a study of integrative reviews and Meta-analyses from 2008 to 2018 that relate to leadership. The report acknowledges the evolution witnessed in administration resulting from economic and social change within the organizations. The peer review of the journals in this article depicts a clear difference between leadership across the ten years. Transformational leadership emerged the most adored leadership style and aspired by every organization. The paper discovered several leadership styles, including empowering leadership, ethical leadership, and leader-member exchange. Most authentic and honest leadership styles were, however, believed to have any difference from transformational leadership. Collaborative leadership is portrayed as the most researched leadership style, as most people are characterized to work as teams or collaborations. Some leadership styles are displayed dysfunctional and influence organizations negatively by tolerating disrespect, amongst other negative vices. Leadership should prioritize on employees' engagement with preference to techniques allowing the bottom to up engagements. Participation is the key to efficient administration.
Erkutlua, H., Chafrab, J. (2015). The effects of empowerment role identity and creative role identity on servant leadership and employees' innovation implementation behavior. Procedia - Social and Behavioral Sciences, 181(11), 3-11. https://doi.org/10.1016/j.sbspro.2015.04.860
The article examines whether the correlation between servant leadership and innovation implementation behavior is moderated by creative role identity and empowerment role identity. The article is aimed at reviewing how servant leadership affects the innovation behavior of employees. The report also identifies variables in which servant leadership relates to innovative implementation behaviors—the literature of the study distinct servant leadership from the transformational and leader-member exchange by concrete definitions. The article reports an appositive relation between servant leadership and innovation implementation behavior of the employees. The employees' creative role and performance significantly affected the association between servant leadership and innovative implementation behaviors. The empowering role identity and creative, on the other hand, moderates the relationships between servant leadership and innovative implementation behaviors. Servant leadership is a contributing factor to the service virtue in the work environment, always keeping followers.
Hall, L. H. (2018). A Quantitative Correlational Study between Transformational Leadership Behavior and Job Satisfaction among California Card Room Casino Employees.
This dissertation focused on examining how transformational leadership behavior could impact job satisfaction with a case study as The California card Room casinos. The research was aimed at determining the correlation between transformational leadership and job satisfaction by employees. The research further examined the correlation between the transactional, transformational, or the laissez-faire styles displayed by leader teams with their job satisfaction. The research reported higher job satisfaction for workers under transformational leaders. The study reported less positive job satisfaction, where employees perceived leaders were exhibiting laissez-faire or transactional leadership styles. The Laissez-faire leadership style recorded the most negative satisfactory scale on the job. Organizations face tough tasks in making decisions on the best leadership style to adopt.
Hockmeyer, W. (2015). The impact of participation in a leadership development program on transformational leadership behaviors (Doctoral dissertation, University of Phoenix).
Leadership advancement is the most vital element in global economic competition. This research focused on evaluating the impacts witnessed through participation in the leadership development programs on transactional leadership behavior. The research case study was based in the Choctaw Nation of Oklahoma. The course was aimed at examining how leadership development program could influence the participants' transformational leadership behavior. The study also accessed leadership developments through tribal leadership developments. The study reported a high level of significance in tribal leadership developments. Leadership ought to be developed further; therefore, leaders must participate in development programs. Transformational leadership increases whenever leaders are subjected to development programs. Leaders need to engage in development programs to improve their leadership capabilities.
Ahamefula, M. K. (2019). The Relationship between Ethical Leadership and Organizational Success, the Mediating Role of Employees' Job Satisfaction. Gonzaga University.
Ethics is essential to every leader and leadership style. The research focused on understanding the relationship shared by organizations' success and the ethical levels of their leaders. The employees' job satisfaction measured the organization's success in a case study. Organizations' success was not limited to financial gains and profitability, but rather, all factors measuring organizations' growth. The research reported a strong positive correlation between ethical leadership and the organization's success. Employees reported higher levels of job satisfaction whenever high moral standards were maintained in the organizations. Also, there was a recommended possibility of a correlation between organizations' success and job satisfaction. Organizations need to maintain ethics in their leadership styles to ensure success by providing conducive work environments.
Szczepańska-Woszczyna, K. (2015). Leadership and organizational culture as the normative influence of top management on employee's behaviour in the innovation process. Procedia Economics and Finance, 34, 396-402. https://doi.org/10.1016/S2212-5671(15)01646-9.
This study is focused on understanding the existing relation between leadership, organizational culture, and innovation. However, the research positively depicts the existence of a relationship between the transformational leadership style and organizational culture. Corporate culture may be an element favorable to the development of innovative activity. The values, norms, and beliefs that play a role in creativity and innovation in organizations can either support or inhibit creativity and innovation, depending on how they influence individuals' and groups' behavior. Leaders have tremendous influential powers to the organization's employees' actions at work.
Persaud, D. (2015). A correlational study of servant leadership and employee job satisfaction in New York City public hospital emergency rooms. Grand Canyon University.
The research focused on the relationship between levels of perceptions of servant leadership by employees and the stories of satisfaction of patients from the employees' services. The study is based at a hospital, and patient satisfaction is gathered and compared to employees' perception to ascertain the effect of servant leadership. The course was mainly aimed at examining the relationship between employees' satisfaction and servant leadership at the emergency department of New York City. The study reported positivity in correlations between employee satisfaction and servant leadership in the hospital. There was no significant correlation between intrinsic and extrinsic job satisfaction and servant leadership characteristics. The research was based on the emergency department, and therefore, its findings couldn't precisely be a clear picture of the organization.
Maladzhi, W. R., Yan, B. W., & Makinde, O. D. (2012). The impact of innovative leadership on organizational culture within South African small and medium enterprises in the Western Cape, South Africa. African Journal of Business Management, 6(39), 10438-10444. https://doi.org/10.5897/AJBM12.749
Leadership is vital in the management of small and medium enterprises (SMEs). SMEs contribute largely to economic growth in Africa. The research explores several innovative leadership styles while recording the organizational culture within the enterprises. Leaders within these SMEs shared corporate vision (VIS) and communicated with their followers. This enables both the leadership and employees to have a common understanding of cooperating purpose and culture. Results depict innovative leaders possess the ability to incorporate and ensure successful policies in the SME. The SME employees displayed high performances whenever leaders accepted and implemented their ideas. Innovative leadership is generally reported by the research to positively influence employee performance and positively boost the organization's performance culture.