Morteza Akbari, Nader Seyyed Amiri, Saheb Imani, Niloofar Rezaeei and Pantea Foroudi
The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human…
Abstract
Purpose
The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.
Design/methodology/approach
This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty.
Findings
The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization.
Research limitations/implications
The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.
Originality/value
Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.
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Alborz Gheitani, Saheb Imani, Nader Seyyedamiri and Pantea Foroudi
In line with the general purpose mentioned, this paper aims to determine the impact of the Islamic work ethic (IWE) on job satisfaction and organizational commitment among the…
Abstract
Purpose
In line with the general purpose mentioned, this paper aims to determine the impact of the Islamic work ethic (IWE) on job satisfaction and organizational commitment among the employees of Bank Maskan by examining the mediating role of intrinsic motivation.
Design/methodology/approach
Analysis of data obtained from 220 questionnaires related to research variables with AMOS software shows a positive and significant relationship between IWE and job satisfaction and organizational commitment with the mediating role of intrinsic motivation.
Findings
The findings revealed a direct effect of IWE on job satisfaction, but there was no direct significant relationship between this variable and organizational commitment. Also, intrinsic motivation plays a partial and completely mediatory role in the relationship between IWE and job satisfaction and between IWE and organizational commitment.
Research limitations/implications
The impact of participation in strategic planning on managers’ creation of budgetary slack: The mediating role of autonomous motivation and affective organizational commitment.
Originality/value
As the nature of bank employees’ work is such that it confronts them with numerous ethical choices, the adherence to ethical standards, particularly IWE, can greatly affect their enthusiasm and, as a result, their satisfaction and organizational commitment.
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Morteza Akbari, Afsaneh Bagheri, Saheb Imani and Mohammad Asadnezhad
The crucial importance of innovation leadership for high technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically…
Abstract
Purpose
The crucial importance of innovation leadership for high technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically examined the impact of leadership style on innovation work behavior (IWB) of employees in the context of SMEs. Furthermore, our knowledge is limited about how leaders of high technology SMEs influence the IWB of their employees. The present study explores the effect of entrepreneurial leadership on IWB of employees and introduces creative self-efficacy and support for innovation as the mechanisms through which the leaders encourage their employees' IWB in information and communications technology (ICT) SMEs in Iran.
Design/methodology/approach
The sample was selected from high technology ICT SMEs using the simple random sampling method and included 175 CEOs and owner-managers of the businesses. We used validated questionnaires to test the hypothesized relationships between entrepreneurial leadership, IWB, creative self-efficacy and support for innovation.
Findings
The findings show that entrepreneurial leadership has a significant and positive impact on IWB of employees in ICT SMEs. Furthermore, employees’ creative self-efficacy and leaders’ support for innovation mediate the relationship between entrepreneurial leadership and IWB. Implications of the results and suggestions for developing IWB among the employees of high technology SMEs are suggested.
Originality/value
The study makes important contributions to both entrepreneurial leadership and the innovation behavior literature and theory development specifically in high technology SMEs in the transitioning economy of Iran. The findings also contribute to the existing empirical studies on how entrepreneurial leadership affects IWB of employees by examining the mediating role of creative self-efficacy and support for innovation and in the settings of ICT high technology SMEs.