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Role of remote transformational leadership on service performance: evidence in Indonesia

Muafi Muafi, Johan Ahmad

Engineering Management in Production and Services

2022

Vol. 14, no. 4

77--93

This study examined and analysed the role of remote transformational leadership in business strategy consensus by considering the contingency of competitive intensity and organisational learning culture. The population of this study are owners or service managers of start-up business companies in the provinces of DIY and East Java. The sampling technique used was a purposive sampling method with a sample size of 231 managers. The data was collected through the distribution of questionnaires and interviews with several key service managers who represent their companies. Euclidean Distance Simple Regression and Euclidean Distance Simple Regression Moderation were used as the statistical processing tools. The results of this study proved a fit between each business strategy typology with each contingency variable examined in this study. It was also found that transformational leadership could strengthen the relationship pattern. The contingency approach is crucial because situations and conditions between organisations may vary depending on the company’s internal (organisational learning culture) and external (competitive intensity) environment, especially in the era of the Covid-19 pandemic. Contingency fit in the organisational strategy needs to be assessed so that the service performance can be improved and sustainable in the long term. This situation and condition will improve when strengthened by the role of remote transformational leadership.

Effectiveness of training: the conceptual framework and methodological strategy of a longitudinal study in the Portuguese Armed Forces

Loureiro Nuno Alberto Rodrigues Santos, Alves Mariana Gaio

Security and Defence Quarterly

2019

Vol. 24, No. 2

155--176

Considering that this research is still ongoing, this paper focuses on the presentation of the conceptual framework and its interconnection with the methodological strategy for the empirical study that aims to study the learning transfer to the workplace of professional military education in the context of the Portuguese Armed Forces. Factors related to the trainees’ individual characteristics, the organisational context, the courses design, the organisational learning culture, the organisational commitment and the expectations of career development, as well as the relationships established between these factors and the intention to transfer, throughout the lifelong learning process, will be discussed. The empirical study will be carried out at three junctures - before the training, at the end of the training and three to six months after the training.The study is conceptually based on Holton’s Holistic HRD Research and Evaluation (1996), Ajzen’s Theory of Planned Behaviour (1991), Watkins and Marsick’s model of learning organisations (1993, 1996) and Meyer and Allen’s (1991) concept of organisational commitment.The study will be developed using a mixed strategy (quantitative/qualitative), applying a hypothetical-deductive and inductive reasoning, in which a longitudinal research design with a transversal component will be followed. The data collection for the empirical study will be done through a questionnaire, individual semi-structured interviews and discussion groups about the results.