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García-Morales, V. J., Jiménez-Barrionuevo, M.
M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence
on organizational performance through organizational learning and innovation. Journal
of Business Research, 65(7), 1040-1050. doi:10.1016/j.jbusres.2011.03.005

 

2. 
This research paper is a recent work and examines the effects on transformational
leadership and internal innovation in achieving performance. Transformational
leadership has been identified as a type of leadership that brings success to
firms.  It is well established that there
is a link between transformational leadership and firm performance, but how the
transformational leader achieves this is a key topic of research in
transformational leadership theory.

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3.  The purpose of the study is to examine the impact of
transformational leadership and its impact on firm performance by
encouraging internal innovation and knowledge acquisition. The sample comprised of 170
CEOs from a pool of over 5,000 Spanish companies from the automotive and
chemical industries who responded to mailed surveys. 
The
results of Hypothesis 1 showed that “transformational leadership is closely
related to organizational learning” (García-Morales et al., 2012, p. 1045). 
The results of Hypothesis 2 showed that “transformational leadership is
closely related to organizational innovation” (p. 1045).  The results of Hypothesis 3 indicated that “organizational
learning influences organizational innovation” (p. 1046). Finally, the results
of Hypothesis 4 and 5 showed a “significant relationship between organizational
performance and organizational learning and innovation” (p. 1046).

 4.  García-Morales et al. (2012) used quantitative methods to assess the
link between transformational leadership’s impact on firm performance,
organizational innovation and learning as well as the link between
organizational innovation and learning on firm performance.  Regression analysis and structural equations
modeling was used in analysis to measure correlations and estimate direct and
indirect effects.  Transformational
leadership’s association to organizational learning was recorded as “y11=.74,
p<.001 r2=".55”" the key findings from garc et al. show transformational leadership is strongly associated with organizational learning and firm innovation. hypothesis positive association exists between p support hypothesis. innovation these performance limitations include inherent subjectivity due to deo self-reporting potential bias using surveys versus live interviews common method variance missed variability without use of longitudinal research other causal factors not considered such as vision teamwork or technology p. dionne s. d. yammarino f. j. atwater l. e. spangler w. team performance. change management doi:10.1108 this study theoretical foundational article examines work focuses on integration theory theory. defines bass avolio cited by four i idealized influence motivation intellectual stimulation individualized consideration it supposes that leaders a factor identifies processes power cohesion communication conflict presents evidence interconnectivity purpose contextualize within framework both theories result in conceptual posit could produce intermediate outcomes shared commitment empowered environment approach appears be constructivism. authors reference numerous scholars their works seek link new conceptualized model creating which measure link. wrote has been empirically linked past. specifically carless found medicated relationship build our previous empirical but delineate how specific dimensions may further understanding leader leads individualed all teach p.187 focus only three process applicable hybrids teams cannot easily categorized into structures. references v. jim m. guti through business doi:10.1016 .>

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