Transformational leadership and innovation in higher education: a participative process approach

References

• Al-Husseini, S., El Beltagi, I., & Moizer, J. (2019). Transformational leadership and innovation: The mediating role of knowledge sharing amongst higher education faculty. International Journal of Leadership in Education. doi: https://doi.org/10.1080/13603124.2019.1588381
   Google Scholar
• Al-Husseini, S., & Elbeltagi, I. (2018). Evaluating the effect of transformational leadership on knowledge sharing using structural equation modelling: The case of Iraqi higher education. International Journal of Leadership in Education, 21(4), 506–517.
   Web of Science ®Google Scholar
• Ashforth, B. E., Schinoff, B. S., & Rogers, K. M. (2016). “I identify with her,” “I identify with him”: Unpacking the dynamics of personal identification in organizations. Academy of Management Review, 41, 28–60.
   Web of Science ®Google Scholar
• Avolio, B. J., Sosik, J. J., Kahai, S. S., & Baker, B. (2014). E-leadership: Re-examining transformations in leadership source and transmission. The Leadership Quarterly, 25, 105–131.
   Web of Science ®Google Scholar
• Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60(1), 421–449.
   PubMed Web of Science ®Google Scholar
• Bates, R. (2013). Educational administration and the management of knowledge: 1980 revisited. Journal of Educational Administration and History, 45(2), 189–200.
   Google Scholar
• Bernstein, B., & Solomon, J. (1999). ‘Pedagogy, identity and the construction of a theory of symbolic control’: Basil Bernstein questioned by Joseph Solomon. British Journal of Sociology of Education, 20(2), 265–279.
   Web of Science ®Google Scholar
• Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation. Academy of Management Review, 33, 825–845.
   Web of Science ®Google Scholar
• Birkinshaw, J., & Mol, M. J. (2006). How management innovation happens. MIT Sloan Management Review, 47, 81.
   Web of Science ®Google Scholar
• Boehe, D. M. (2016). Supervisory styles: A contingency framework. Studies in Higher Education, 41(3), 399–414.
   Web of Science ®Google Scholar
• Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901–910.
   PubMed Web of Science ®Google Scholar
• Boudrias, J.-S., Morin, A. J., & Lajoie, D. (2014). Directionality of the associations between psychological empowerment and behavioral involvement: A longitudinal autoregressive cross-lagged analysis. Journal of Occupational and Organizational Psychology, 87(3), 437–463.
   Web of Science ®Google Scholar
• Brake, T. (2006). Leading global virtual teams. Industrial and Commercial Training, 38(3), 116–121.
   Google Scholar
• Buch, R., Thompson, G., & Kuvaas, B. (2016). Transactional leader–member exchange relationships and followers’ work performance: The moderating role of leaders’ political skill. Journal of Leadership & Organizational Studies, 23(4), 456–466.
   Web of Science ®Google Scholar
• Buckley, J. J. (1985). Fuzzy hierarchical analysis. Fuzzy Sets and Systems, 17(3), 233–247.
   Web of Science ®Google Scholar
• Bush, T. (2007). Educational leadership and management: Theory, policy and practice. South African Journal of Education, 27(3), 391–406.
   Web of Science ®Google Scholar
• Chang, W.-L., & Lee, C.-Y. (2013). Virtual team e-leadership: The effects of leadership style and conflict management mode on the online learning performance of students in a business-planning course. British Journal of Educational Technology, 44(6), 986–999.
   Web of Science ®Google Scholar
• Clarke, S., & O’Donoghue, T. (2016). Educational leadership and context: A rendering of an inseparable relationship. British Journal of Educational Studies, 65(2), 167–182.
   Web of Science ®Google Scholar
• Cohen, L., Manion, L., & Morrison, K. (2011). Research methods in education (7th ed.). New York: Routledge.
   Google Scholar
• Creswell, J. (2008). Educational research: Planning, conducting and evaluating quantitative and qualitative research (3rd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
   Google Scholar
• Crossan, M. M., & Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies, 47, 1154–1191.
   Web of Science ®Google Scholar
• Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7–52.
   Web of Science ®Google Scholar
• Desmidt, S., & George, B. (2016). Do we see eye to eye? The relationship between internal communication and between-group strategic consensus: A case analysis. Management Communication Quarterly, 30(1), 84–102.
   Web of Science ®Google Scholar
• Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.
   Web of Science ®Google Scholar
• Dóci, E., & Hofmans, J. (2015). Task complexity and transformational leadership: The mediating role of leaders’ state core self-evaluations. The Leadership Quarterly, 26(3), 436–447.
   Web of Science ®Google Scholar
• Elenkov, D. S., & Manev, I. M. (2005). Top management leadership and influence on innovation: The role of sociocultural context. Journal of Management, 31, 381–402.
   Web of Science ®Google Scholar
• Evans, K., & Waite, E. (2010). Stimulating the innovation potential of ‘routine’workers through workplace learning. Transfer: European Review of Labour and Research, 16(2), 243–258.
   Google Scholar
• Fitzgerald, S., & Schutte, N. S. (2010). Increasing transformational leadership through enhancing self-efficacy. The Journal of Management Development, 29, 495–505.
   Google Scholar
• Føllesdal, H., & Hagtvet, K. (2013). Does emotional intelligence as ability predict transformational leadership? A multilevel approach. Leadership Quarterly, 24, 747–762.
   Web of Science ®Google Scholar
• Fuller, A., & Unwin, L. (2003). Learning as apprentices in the contemporary UK workplace: Creating and managing expansive and restrictive participation. Journal of Education and Work, 16(4), 407–426.
   Google Scholar
• Fuller, A., Unwin, L., Felstead, A., Jewson, N., & Kakavelakis, K. (2007). Creating and using knowledge: An analysis of the differentiated nature of workplace learning environments. British Educational Research Journal, 33(5), 743–759.
   Web of Science ®Google Scholar
• Geier, M. T. (2016). Leadership in extreme contexts: Transformational leadership, performance beyond expectations? Journal of Leadership & Organizational Studies, 23(3), 234–247.
   Web of Science ®Google Scholar
• Goswami, A., Nair, P., Beehr, T., & Grossenbacher, M. (2016). The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions: Moderating effect of leaders’ transformational leadership style. Leadership & Organization Development Journal, 37(8), 1083–1099.
   Web of Science ®Google Scholar
• Gray, D. E. (2009). Doing research in the real world. Thousand Oaks, CA: Sage.
   Google Scholar
• Griffioen, D. M., & de Jong, U. (2017). The influence of direct executive managers on lecturers’ perceptions on new organizational aims in times of academic drift. International Journal of Leadership in Education, 20(4), 451–467.
   Web of Science ®Google Scholar
• Hairon, S., & Goh, J. W. (2015). Pursuing the elusive construct of distributed leadership: Is the search over? Educational Management Administration & Leadership, 43(5), 693–718.
   Web of Science ®Google Scholar
• Hallinger, P. (2018). Bringing context out of the shadows of leadership. Educational Management Administration & Leadership, 46(1), 5–24.
   Web of Science ®Google Scholar
• Hamel, G. (2006). The why, what, and how of management innovation. Harvard Business Review, 84, 72–84.
   PubMed Web of Science ®Google Scholar
• Haneda, S., & Ito, K. (2018). Organizational and human resource management and innovation: Which management practices are linked to product and/or process innovation? Research Policy, 47(1), 194–208.
   Web of Science ®Google Scholar
• Helstad, K., & Møller, J. (2013). Leadership as relational work: Risks and opportunities. International Journal of Leadership in Education, 16(3), 245–262.
   Google Scholar
• Høyrup, S. (2010). Employee-driven innovation and workplace learning: Basic concepts, approaches and themes. Transfer: European Review of Labour and Research, 16(2), 143–154.
   Google Scholar
• Huang, H. C. (2012). A novel site assessment model based on fuzzy analytic hierarchy process for water recreation activities. Advances in Information Sciences and Service Sciences, 4(21), 72–81.
   Google Scholar
• Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation, organizational learning, and performance. Journal of Business Research, 64(4), 408–417.
   Web of Science ®Google Scholar
• Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance. Journal of Applied Psychology, 91, 202–210.
   PubMed Web of Science ®Google Scholar
• Knight, J. (2008). Higher education in turmoil. The changing world of internationalisation. In P. G. Altbach (Ed.), Global perspetives on higher education (pp. 1–18). Rotterdam, The Netherlands: Sense Publishers.
   Google Scholar
• Lajoie, D., Boudrias, J., Rousseau, V., & Brunelle, E. (2017). Value congruence and tenure as moderators of transformational leadership effects. Leadership & Organization Development Journal, 38(2), 254–269.
   Web of Science ®Google Scholar
• Li, T. S., & Huang, B. Y. (2008). The study of applying fuzzy analytic hierarchy process insupplier selection. Journal of Quantitative Management, 5(2), 39–56.
   Google Scholar
• Liao, S. H., Chen, C. C., Hu, D. C., Chung, Y. C., & Liu, C. L. (2017). Assessing the influence of leadership style, organizational learning and organizational innovation. Leadership & Organization Development Journal, 38(5), 590–609.
   Web of Science ®Google Scholar
• Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017). Leadership in applied psychology: Three waves of theory and research. Journal of Applied Psychology, 102(3), 434.
   PubMed Web of Science ®Google Scholar
• Marshall, A. A., & Stohl, C. (1993). Being “in the know” in a participative management system. Management Communication Quarterly, 6, 327–404.
   Google Scholar
• Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395.
   Web of Science ®Google Scholar
• Mol, M. J., & Birkinshaw, J. (2008). Giant steps in management: Innovations that change the way we work. Dorchester: FT Prentice Hall.
   Google Scholar
• Monge, P. R., & Miller, K. I. (1988). Participatory Processes in Organizations, In G. M. Goldhaber and  G. A. Barnett (Eds.), Handbook of Organizational Communication (pp. 213-229). Norwood, NJ: Ablex.
   Google Scholar
• Moolenaar, N. M., Daly, A. J., & Sleegers, P. J. C. (2010). Occupying the principal position: Examining relationships between transformational leadership, social network position, and schools’ innovative climate. Educational Administration Quarterly, 46, 623–670.
   Web of Science ®Google Scholar
• Mu, E., & Pereyra-Rojas, M. (2017). AHP for group negotiation and conflict resolution. In E. Mu & M. Pereyra-Rojas (Eds.) Practical decision making (pp. 91–96). Charm, Switzerland: Springer International Publishing.
   Google Scholar
• Muller, J. (2000). Reclaiming knowledge. New York: Routledge Falmer.
   Google Scholar
• Nielsen, K., & Cleal, B. (2011). Under which conditions do middle managers exhibit transformational leadership behaviours? An experience sampling method study on the predictors of transformational leadership behaviours. The Leadership Quarterly, 22, 344–352.
   Web of Science ®Google Scholar
• Oke, A., Munshi, N., & Walumbwa, F. O. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics, 38(1), 64–72.
   Web of Science ®Google Scholar
• Owusu-Agyeman, Y., Larbi-Siaw, O., Brenya, B., & Anyidoho, A. (2017). An embedded fuzzy analytic hierarchy process for evaluating lecturers’ conceptions of teaching and learning. Studies in Educational Evaluation, 55, 46–57.
   Web of Science ®Google Scholar
• Paavola, S., Lipponen, L., & Hakkarainen, K. (2004). Models of innovative knowledge communities and three metaphors of learning. Review of Educational Research, 74(4), 557–576.
   Web of Science ®Google Scholar
• Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model—Development and validation of a situational judgment test. Leadership Quarterly, 24, 777–795.
   Web of Science ®Google Scholar
• Rice, B., Fieger, P., Rice, J., Martin, N., & Knox, K. (2017). The impact of employees’ values on role engagement: Assessing the moderating effects of distributive justice. Leadership & Organization Development Journal, 38(8), 1095–1109.
   Web of Science ®Google Scholar
• Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48, 845–858.
   Web of Science ®Google Scholar
• Saaty, T. L. (1980). The analytical hierarchical process. New York: Wiley.
   Google Scholar
• Saaty, T. L. (2012). Decision making for leaders: The analytic hierarchy process for decisions in a complex world. 3rd Edition. Pittsburgh: RWS Publications.
   Google Scholar
• Sagnak, M., Kuruoz, M., Polat, B., & Soylu, A. (2015). Transformational leadership and innovative climate: An examination of the mediating effect of psychological empowerment. Eurasian Journal of Educational Research, 60, 149–162.
   Google Scholar
• Salajan, F. D. (2017). An analysis of rhetorical devices in policy narratives on the European Institute of Innovation and Technology: Implications for European higher education. European Educational Research Journal, (online first). doi: https://doi.org/10.1177/147490411772073.
   Google Scholar
• Sfard, A. (1998). On two metaphors for learning and the dangers of choosing just one. Educational Researcher, 27(2), 4–13.
   Google Scholar
• Srivastava, A. P., & Dhar, R. L. (2016). Impact of Leader member exchange, human resource management practices and psychological empowerment on extra role performances: The mediating role of organisational commitment. International Journal of Productivity and Performance Management, 65(3), 351–377.
   Web of Science ®Google Scholar
• Uusiautti, S. (2013). An action-oriented perspective on caring leadership: A qualitative study of higher education administrators’ positive leadership experiences. International Journal of Leadership in Education: Theory and Practice, 16(4), 482–496.
   Google Scholar
• Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), 28–51.
   Web of Science ®Google Scholar
• Van Laarhoven, P. J. M., & Pedrcyz. (1983). A fuzzy extension of Saaty’s priority theory. Fuzzy Sets and Systems, 11, 229–241.
   Web of Science ®Google Scholar
• Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29, 222–240.
   Web of Science ®Google Scholar
• Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54–68.
   Web of Science ®Google Scholar
• Zadeh, L. A. (1965). Information and control. Fuzzy Sets, 8(3), 338–353.
   Google Scholar