International Journal of Education and Management Studies

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Interplay of Transformational Leadership, Psychological Empowerment, HRM Practices and Organisational Innovativeness in the Context of IT Organisations


Affiliations
1 Department of Applied Psychology, VBS Purvanchal University, Jaunpur, Uttar Pradesh, India
     

   Subscribe/Renew Journal


The aim of the present study were to explore the interplay of transformational leadership, psychological empowerment, HRM Practices and organisational innovativeness. Asample of Indian IT employees (N =223) took part in this study. They responded to the organisational innovativeness scale, transformational leadership scale, psychological empowerment scale and HRM practices scale. Results indicate that HRM practices, transformational leadership, and psychological empowerment significantly predicted organisational innovativeness. The findings have implications for possible program and policy developments seeking to enhance organisational innovativeness in ITpersonnel in India.

Keywords

organisational innovativeness, transformational leadership, psychological empowerment, HRM practices.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Alkhodary, D. (2016). The relationship between employees' empowerment and innovative work behavior. International Journal of Managerial Studies and Research (IJMSR), 4(2), 1-15.

  • Antonakis, J., Avolio, B.J., & Sivasubramaniam, N. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, 14(3), 261-295.

  • Armbruster, H., Bikfalvi, A., Kinkel, S., & Lay, G. (2008). Organisational innovation: the challenge of measuring non-technical innovation in large-scale surveys. Technovation, 28(10), 644-657.

  • Armstrong, M., & Baron, A. (1998). Performance management handbook. IPM, London

  • Ashforth, B.E. (1989). The experience of powerlessness in organisations. Organisational Behavior and Human Decision Processes, 43(2), 207-242.

  • Bakke, E. W. (1966). Bonds of organization: An appraisal of corporate human relations. Archon, Hamden.

  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

  • Bass, B. M., & Avoid, B. J. (1995). Multifactor leadership questionnaire (Form5xShort). Redwood City, Calif.: Mind Garden, Inc.

  • Bass, B., & Avolio, B. (1997). The full range leadership development manual for the multifactor leadership questionnaire. Mindgarden Inc, Redwood City, CA.

  • Bass, B.M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and organisational Psychology, 8(1), 9-32.

  • Bass, B.M., & Riggio, R.E. (2006). Transformational leadership, L. I Lawrence Erlbaum, Mahwah, New Jersssey, NJ.

  • Beer, M., Spector, B., Lawrence, P.R., Quinn Mills, D., & Walton, R.E. (1984). Human resource management. New York: Free Press.

  • Birasnav, M., & Rangnekar, S. (2009). Structure of human capital enhancing human resource management practices in India. International Journal of Business and Management, 4, 5.

  • Blyton, P., & Turnbull, P. (1996). Confusing convergence: industrial relations in the European airline industry-a comment on Warhurst. European Journal of Industrial Relations, 2(1), 7-20.

  • Burns, J. M. (1978). Leadership. New York: Harper and Row.

  • Çakar, N.D., & Erturk, A. (2010). Comparing innovation capability of small and medium-sized enterprises: examining the effects of organisational culture and empowerment. Journal of Small Business Management, 48(3), 325-359.

  • Camison, C., & Villar-Lopez, A. (2014). Organisational innovation as an enabler of technological innovation capabilities and firm performance. Journal of Business Research, 67(1), 2891-2902

  • Chaubey, A., Sahoo, C. K., & Das, K. C. (2021). Examining the effect of training and employee creativity on Organisational innovation: Amoderated mediation analysis. International Journal of Organisational Analysis, 30(2), 499-524.

  • Damanpour, F. (1996). Organisational complexity and innovation: Developing and testing multiple contingency models. Management Science, 42(5), 693-716.

  • Damanpour, F. (2017). Organisational innovation. Oxford Research Encyclopaedia of Business and Management.

  • Damanpour, F., & Aravind, D. (2012). Managerial innovation: Conceptions, processes and antecedents. Management and Organization Review, 8(2), 423-454.

  • Damanpour, F., & Evan, W. M. (1984). Organisational innovation and performance: The problem of organisational lag. Administrative Science Quarterly, 29(3), 329-409.

  • Deci, E.L., Connell, J.P., & Ryan, R.M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590.

  • Den Hartog, D.N., Van Muijen, J.J., & Koopman, P.L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organisational Psychology, 70(1), 19-34.

  • Dionne, S.D., Yammarino, F.J., Atwater, L.E., & Spangler, W.D. (2004). Transformational leadership and team performance. Journal of Organisational Change Management, 17(2), 177-193.

  • Drucker, P.F. (1954). The practice of management. New York: Harper and Row Publishers.

  • Fagerberg, J., Fosaas, M., & Sapprasert, K. (2012). Innovation: Exploring the knowledge base. Research Policy, 41(7), 1132-1153. https://doi.org/10.1016/ j.respol.2012.03.008

  • Foot, M., & Hook, C. (2008). Introducing human resource management (5th Ed.). Harlow: Financial Times/Prentice Hall.

  • Ganter, A., & Hecker, A. (2014). Configurational paths to organisational innovation: qualitative comparative analyses of antecedents and contingencies. Journal of Business Research, 67(6), 1285-1292.

  • George, J.M., & Zhou, J. (2002). Understanding when bad moods foster creativity and good ones don't: The role of context and clarity and feeling. Journal of Applied Psychology, 87(4), 687-697.

  • Gist, M.E. (1987). Self-efficacy: Implications for organisational behavior and human resources management. Academy of Management Review, 12(3), 472-485.

  • Gloet, M., & Terziovski, M. (2004). Exploring the relationship between knowledge management practices and innovation performance. Journal of Manufacturing Technology Management, 15(5), 402-409.

  • Griffeth, R.W., Hom, P.W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover, update, moderator tests, and research implications for the next millennium. Journal of Management, 26(3), 463-488.

  • Hervas-Oliver, J. L., & Sempere-Ripoll, F. (2015). Disentangling the influence of technological process and product innovations. Journal of Business Research, 68(1), 109-118.

  • Jiang, J., Wang, S., & Zhao, S. (2012). Does HRM facilitate employee creativity and organisational innovation? A study of Chinese firms. The International Journal of Human Resource Management, 23(19), 4025-4047.

  • Judge, T.A., & Piccolo, R.F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755- 768. doi: 10.1037/ 0021-9010.89.5.755.

  • Jyoti, J., & Dev, M. (2015). The impact of transformational leadership on employee creativity: The role of learning orientation. Journal of Asia Business Studies, 9(1), 78-98.

  • Kahreh, M.S., Ahmadi, H., & Hashemi, A. (2011). Achieving competitive advantage through empowering employees: An empirical study. Far East Journal of Psychology and Business, 3(2), 26-37.

  • Kuhnert, K.W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. The Academy of Management Review, 12(4), 648-657.

  • Lam, A. (2005). Organisational innovation. In M. D. Fagerberg and R. R. Nelson (Eds.), The oxford handbook of innovation (pp. 115-147). Oxford: Oxford University Press.

  • Laschinger, H. K., & Shamian, J. (1994). Staff nurses' and nurse managers' perceptions of job-related empowerment and managerial self-efficacy. Journal of Nursing Administration, 24(10), 38-47.

  • Lau, C.M., & Ngo, H.Y., (2004). The HR system, organisational culture, and product innovation. International Business Review, 13, 685-703.

  • Laursen, K., & Foss, N.J. (2003). New HRM practices, complementarities, and the impact on innovative performance. Cambridge Journal of Economics, 27(2), 243- 263.

  • Li, P.P., Bai, Y., & Xi, Y. (2012). The contextual antecedents of organisational trust: A multidimensional cross-level analysis. Management and Organisation Review, 8(2), 371-396.

  • Lindebaum, D., & Cartwright, S. (2010). A critical examination of the relationship between emotional intelligence and transformational leadership. Journal of Management Studies, 47(7), 1317-1342

  • Ling, T., & Nasurdin, A. (2010). Human resource management practices and organisational innovation: An empirical study in Malaysia. Journal of Applied Business Research, 26(4), 105-115.

  • Lu, K., Zhu, J., & Bao, H. (2015). High-performance human resource management and firm performance: the mediating role of innovation in China. Industrial Management and Data Systems, 115(2), 353-382.

  • Mark, S., & Akhtar, S. (2003). Human resource management practices, strategic orientations, and company performance: A correlation study of publicly listed companies. Journal of American Academy of Business, 2(2), 510-515.

  • Mathew, A., & Rakesh, S. (2016). Transformational leadership: An investigation of Bass's model in the context of Indian professionals. International Journal of Human Resources Development and Management, 16(½), 18-29.

  • Miles, R.E., & Snow, C.C. (1984). Designing strategic human resource systems. Organisational Dynamics, 31(1), 36-52.

  • Mohabbat, M.K., & Shahriar, M.I. (2014). Public sector leadership development in Bangladesh: Present state and future prospect. The International Journal of Leadership in Public Services, 10(1), 17-30.

  • Mokhber, M., Khairuzzaman, W., & Vakilbashi, A. (2018). Leadership and innovation: The moderator role of organization support for innovative behaviors. Journal of Management and Organization, 24(1), 108-128.

  • Nyhan, R.C. (2000). Changing the paradigm: Trust and its role in public sector organizations. The American Review of Public Administration, 30(1), 87-109.

  • OECD (2005). The measurement of scientific and technological activities Oslo manual. Guidelines for Collecting and Interpreting Innovation Data, 3rd ed., OECD EUROSTAT, Paris.

  • Oladipo, S.E. (2009). Psychological empowerment and development. Edo Journal of Counselling, 2(1), 118-126.

  • Oldham, G.R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607-634.

  • Peachey, J.W., Burton, L.J., & Wells, J.E. (2014). Examining the influence of transformational leadership, organisational commitment, job embeddedness, and job search behaviors on turnover intentions in intercollegiate athletics. Leadership and Organization Development Journal, 35(8), 740-755.

  • Peterson, S.J., Walumbwa, F.O., Byron, K., & Myrowitz, J. (2009). CEO positive psychological traits, transformational leadership, and firm performance in high technology start-up and established firms. Journal of Management, 35(2), 348-368.

  • Pieterse, A.N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organisational Behavior, 31(4), 609-623.

  • Sarros, J.C., Cooper, B.K., & Santora, J.C. (2008). Building a climate for innovation through transformational leadership and organisational culture. Journal of Leadership and Organisational Studies, 15(2), 145-158.

  • Schuler, R., & Jackson, S. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207-219.

  • Sears, G.J., & Baba, V.V. (2011). Toward a multistage, multilevel theory of innovation. Canadian Journal of Administrative Sciences-revue Canadienne Des Sciences De L Administration, 28, 357-372.

  • Shipton, H., West, M.A., Dawson, J., Birdi, K., & Patterson, M. (2006). HRM as a predictor of innovation. Human Resource Management Journal, 16(1), 3-27

  • Spreitzer, G.M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.

  • Thomas, K.W., & Velthouse, B.A. (1990). Cognitive elements of empowerment: An interpretive model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681

  • Tsai, C. (2006). High performance work systems and organisational performance: An empirical study of Taiwan's semiconductor design firms. The International Journal of Human Resource Management, 17(9), 1512-1530

  • Uzunbacak, H.H. (2015). The impacts of employee empowerment on innovation: a survey on Isparta and Burdur organized industrial zones. Journal of International Social Research, 8(37), 977-989.

  • Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A., & Volberda, H.W. (2012). Management innovation and leadership: The moderating role of organisational size. Journal of Management Studies, 49(1), 28-51.

  • Wang, C. L., & Ahmed, P. K. (2004). The development and validation of the organisational innovativeness construct using confirmatory factor analysis. European Journal of Innovation Management, 7(4), 303-313

  • Wang, X.H., & Howell, J.M. (2010). Exploring the dual-level effects of transformational leadership on followers. Journal of Applied Psychology, 95(6), 1134-1144.

  • World Intellectual Property Organization (WIPO) (2022). Global innovation index 2022: What is the future of innovation-driven growth? Geneva: WIPO. DOI 10.34667/tind.46596

  • Wright, P., Dunford, B., & Snell, S. (2001). Human resources and the resource-based view of the firm. Journal of Management, 27(6), 701-722.

  • Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305

  • Zhou, J., & George, J.M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44, 682- 696.

  • Zhou, Y., Hong, Y., & Liu, J. (2013). Internal commitment or external collaboration? The impact of human resource management systems on firm innovation and performance. Human Resources Management, 52(2), 263-288.


Abstract Views: 588

PDF Views: 0




  • Interplay of Transformational Leadership, Psychological Empowerment, HRM Practices and Organisational Innovativeness in the Context of IT Organisations

Abstract Views: 588  |  PDF Views: 0

Authors

Km Gulshan
Department of Applied Psychology, VBS Purvanchal University, Jaunpur, Uttar Pradesh, India
Ajai Pratap Singh
Department of Applied Psychology, VBS Purvanchal University, Jaunpur, Uttar Pradesh, India

Abstract


The aim of the present study were to explore the interplay of transformational leadership, psychological empowerment, HRM Practices and organisational innovativeness. Asample of Indian IT employees (N =223) took part in this study. They responded to the organisational innovativeness scale, transformational leadership scale, psychological empowerment scale and HRM practices scale. Results indicate that HRM practices, transformational leadership, and psychological empowerment significantly predicted organisational innovativeness. The findings have implications for possible program and policy developments seeking to enhance organisational innovativeness in ITpersonnel in India.

Keywords


organisational innovativeness, transformational leadership, psychological empowerment, HRM practices.

References