Keywords : Transformational leadership

The Role of Catalytic Collaboration in Leveraging Transformational Leadership Competencies to Generate Sustainable Innovation

Solikin M. Juhro; A. Farid Aulia; Donni Hadiwaluyo; Dessy Aliandrina; Edo Lavika

International Journal of Organizational Leadership, 2020, Volume 9, Issue 1, Pages 48-66
DOI: 10.33844/ijol.2020.60490

We analyze the impact of a catalytic collaboration as a tool on the leverage of transformational leadership competencies to generate a sustainable innovation by developing a Sustainable Innovation Matrix (SIM) leadership model. We observe it by employing a unique data set of the behaviors of fifty regional heads (mayors and regents) in Indonesia. The results of the analysis show that the transformational leaders who made a catalytic collaboration have proven ability to create significant impacts on their regions. The changing times in the industry 4.0 era are a great opportunity for a leader to formulate a program involving various parties. Various sources of information can easily be accessed; moreover, it becomes faster and more efficient to communicate with others. The leaders with good transformational leadership competencies who make a catalytic collaboration can generate innovations that not only create relevant impacts on the needs of their regions, but they are also sustainable in terms of economic and environmental aspects. The results also suggested that leaders must be courageous to make innovation and strongly care for their regional development despite limited resources there. In doing so, those leaders must collaborate catalytically with other parties to optimize all available opportunities for the progress of the regions that they lead.

Transformational Leadership and Neurofeedback: The Medical Perspective of Neuroleadership

Rizki Edmi Edison; Solikin M. Juhro; A. Farid Aulia; Puti Archianti Widiasih

International Journal of Organizational Leadership, 2019, Volume 8, Issue 1, Pages 46-62
DOI: 10.33844/ijol.2019.60317

The world is now facing such a volatile, uncertain, complex, and ambiguous situation known as VUCA that it has generated such new challenges. Therefore, it is imperative that a leader to have competences that always grow. Transformational leadership is a type of leadership deemed superior to anticipate those challenges, where a leader is supposed to always be agile in achieving the organizational goals. This study aimed at analyzing a correlation among leadership aspects (through Multifactor Leadership Questionnaire/MLQ assessment), cognitive functions (through Wechsler Bellevue assessment), and brain activity pattern/brain mapping (through Electroencephalography/EEG). Then, we gave a stimulus through neurofeedback to train the participants’ control over their brain waves. The results revealed that all participants that became the research samples had a transformational leadership type with idealized influence (behavior) and inspirational motivation subtypes. Moreover, the presence of stimulation to the brain (neurofeedback) enabled the participants to control their brain waves when they were conscious. The leaders will be able to perform optimally when they can control their brain waves and when they are conscious.

Transformational Leadership through Applied Neuroscience: Transmission Mechanism of the Thinking Process

Solikin M. Juhro; A. Farid Aulia

International Journal of Organizational Leadership, 2018, Volume 7, Issue 3, Pages 211-229
DOI: 10.33844/ijol.2018.60394

The world has changed as we entered the new situation full of volatility, uncertainty, complexity, and ambiguity. To be able to cope with this situation, an organization has to translate the challenges into a clear vision and action. A leadership style that is agile to adapt with the magnitude and the characteristic of the occurring problem is needed. Transformational leadership is a participative leadership style that is not only able to motivate and drive the organization vertically and horizontally but also always be agile in every circumstance. Thus, the organizational capacity to achieve the shared vision and mission will be encouraged. Applied neuroscience gives an understanding about the activities and mechanism of the brain which improves the required competences of a leader. Therefore, applied neuroscience will help a leader transform the organization. This study shows that applied neuroscience can help a transformational leadership achieve a “physically, emotionally, and mentally safe” state and encourage an organization to transform itself effectively.This study does not only explore a new perspective of transformational leadership issues, but it also provides an important contribution related to applied neuroscience, in particular, mapping transmission mechanism of the brain activities affecting body’s reaction, internally (emotions and hormone) and externally (body reaction), which further affect the transformational leadership behaviors.

The role of transformational leader in developing knowledge culture in public sector hospitals

Sobia Mahmood; Muhammad Arif Khattak

International Journal of Organizational Leadership, 2017, Volume 6, Issue 4, Pages 511-524
DOI: 10.33844/ijol.2017.60362

The study emphasizes on the role of transformational leader in developing a culture of knowledge sharing in public sector hospitals. Transformational leaders may become the source of inspiration and serve as role models for organizational members to share their valuable knowledge with others. The leaders are unable to develop an organizational culture where there is trust among organizational members to share their valued knowledge with each other. However, it is needed to know that whether a cause and effect relationship exists among transformational leader and knowledge sharing. The implication of the present study is the result of the dangerous nature of the problem that confronts not only some hospitals, but whole health sector and indeed countries as a whole. The present study helps in developing a trust based organizational culture where employees feel free to share their worthwhile knowledge. By sharing knowledge, the performance of the hospitals can also be enhanced and patient care becomes easier. 

Transformational and transactional leadership: Which one is more effective in the education of employees’ creativity? Considering the moderating role of learning orientation and leader gender

Pejman Ebrahimi; Mousa Rezvani Chamanzamin; Najmeh Roohbakhsh; Jafar Shaygan

International Journal of Organizational Leadership, 2017, Volume 6, Issue 1, Pages 137-156
DOI: 10.33844/ijol.2017.60196

study aimed at investigating the effect of transformational and transactional
leadership on education of employees’ creativity by considering the moderating
role of learning orientation and leader’s gender. The study hypotheses were
based on the impact of transformational and transactional leadership styles on
employees’ creativity. In this regard, the study questionnaire is distributed
among 548 people of department of education employees. Using structural
equation modeling the relationships between variables were investigated. The
findings showed that the female leaders were more effective than male leaders
on transforming schools. Moreover, the results showed that the learning
orientation moderates the connection of both leadership styles and employees’

Does organizational culture mediate the relationship between transformational leadership and organizational commitment

Nor Hazana Abdullah; Alina Shamsuddin; Eta Wahab

International Journal of Organizational Leadership, 2015, Volume 4, Issue 1, Pages 18-32
DOI: 10.33844/ijol.2015.60344

To date, the relationships among organizational culture, transformational leadership and
organizational commitment have been empirically investigated. However, majority of these
studies have been focusing on direct effects of either transformational leadership or
organizational culture on organizational commitment in large organizations. This approach
might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM) was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.