García-Morales, V. J., Jiménez-Barrionuevo, M.
M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influenceon organizational performance through organizational learning and innovation.
Journalof Business Research, 65(7), 1040-1050. doi:10.1016/j.jbusres.
This research paper is a recent work and examines the effects on transformationalleadership and internal innovation in achieving performance. Transformationalleadership has been identified as a type of leadership that brings success tofirms. It is well established that thereis a link between transformational leadership and firm performance, but how thetransformational leader achieves this is a key topic of research intransformational leadership theory.
3. The purpose of the study is to examine the impact oftransformational leadership and its impact on firm performance byencouraging internal innovation and knowledge acquisition. The sample comprised of 170CEOs from a pool of over 5,000 Spanish companies from the automotive andchemical industries who responded to mailed surveys. Theresults of Hypothesis 1 showed that “transformational leadership is closelyrelated to organizational learning” (García-Morales et al., 2012, p.
1045). The results of Hypothesis 2 showed that “transformational leadership isclosely related to organizational innovation” (p. 1045).
The results of Hypothesis 3 indicated that “organizationallearning influences organizational innovation” (p. 1046). Finally, the resultsof Hypothesis 4 and 5 showed a “significant relationship between organizationalperformance and organizational learning and innovation” (p. 1046). 4.
García-Morales et al. (2012) used quantitative methods to assess thelink between transformational leadership’s impact on firm performance,organizational innovation and learning as well as the link betweenorganizational innovation and learning on firm performance. Regression analysis and structural equationsmodeling was used in analysis to measure correlations and estimate direct andindirect effects. Transformationalleadership’s association to organizational learning was recorded as “y11=.74,p<.001, R2=.55” (p.1045).
5. The key findingsfrom the García-Morales et al. (2012) study showtransformational leadership is strongly associated with organizational learningand firm innovation.
Hypothesis 1: “Apositive association exists between transformational leadership andorganizational learning (y11=.74, p<.001, R2=.
55)”(pp. 1041, 1045). These findings supportthe hypothesis. Hypothesis 2: “Apositive association exists between transformational leadership andorganizational innovation (y21=.31, p<.001)” (pp.
1042,1045). These findings support thehypothesis. Hypothesis 3: “A positive association exists betweenorganizational learning and organizational innovation (?21=.21, p<.01)” (pp. 1043,1045). These findings support thehypothesis. Hypothesis 4: “A positive association exists betweenorganizational learning and organizational performance (?31=.
39, p<.001)” (pp. 1042,1045). These findings support thehypothesis. Hypothesis 5: “A positive association exists betweenorganizational innovation and organizational performance (?32=.22, p<.001)” (pp. 1043,1045).
These findings support thehypothesis.6. The limitationsinclude (1) inherent subjectivity due to DEO self-reporting, (2) potential biasusing surveys versus live interviews, (3) common method variance bias, (4)missed variability without the use of longitudinal research, (5) other causalfactors not considered such as “shared vision, teamwork or technology” (García-Morales et al.
, 2012, p. 1048). Dionne, S. D., Yammarino, F. J., Atwater, L.
E., & Spangler, W. D. (2004). Transformational leadership and teamperformance. Journal of Organizational Change Management, 17(2),177-193. doi:10.1108/095348104105306012.
This study theoretical foundational article examinestransformationalleadership and team performance. Thework focuses on the integration of transformational leadership theory and team performancetheory. Transformational leadership theory defines transformational leadershipfrom Bass and Avolio (as cited by Dionne et al., 2004) as “the four I’s: idealized influence/inspirational motivation,intellectual stimulation and individualized consideration” (p. 182). It supposes that transformational leaders anda positive causal factor on firm performance. Team performance theory identifies teamwork processes that power teamperformance. These processes includecohesion, communication and conflict management (p.
180). The work presentsevidence of the interconnectivity between transformational leadership theoryand team performance.3. The purpose of the study is to contextualizetransformational theory within the framework of team performance. Theintegration of both theories result in a conceptual posit that the “idealizedinfluence/inspirational motivation, intellectual stimulation and individualizedconsideration could produce intermediate outcomes such as shared vision, teamcommitment, and empowered team environment” (p. 177). 4.
The theoretical approachappears to be constructivism. Theauthors reference numerous scholars and their works on transformationalleadership theory and team performance theory and seek to link integration witha new conceptualized model, creating a framework by which to measure such alink. Dionne et al. (2004), wrote “transformationalleadership has been empirically linked to cohesion in the past. Specifically,Carless et al.
(1995) found that cohesion medicated a transformationalleadership relationship…we build our model on these previous empiricalfindings, but delineate how intermediate outcomes associated with specificdimensions of transformational leadership may further our understanding of…teamperformance” (p. 183).5. The transformationalleadership and team performance model supposes that (1) leader idealizedinfluence/inspirational motivation leads to cohesion, (2) leader individualedconsideration leads to team communication, (3) leader intellectual stimulationleads to conflict management, all of which leads to teach performance (Dionne et al., 2004, p.187).6.
The limitationsinclude (1) a focus only three key teamwork process factors, (2) model may notbe applicable to team hybrids such as teams that cannot be easily categorizedinto a specific structures. ReferencesDionne, S. D., Yammarino, F. J.
, Atwater, L.E., & Spangler, W. D. (2004).
Transformational leadership and teamperformance. Journal of Organizational Change Management, 17(2),177-193. doi:10.1108/09534810410530601 García-Morales, V. J.
, Jiménez-Barrionuevo, M.M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influenceon organizational performance through organizational learning and innovation. Journalof Business Research, 65(7), 1040-1050.