Impact of Transformational Leadership on R&D Leader Performance
Pradeep Kumar Rout1, Jyoti Ranjan Das2, Monoranjan Puthal3
1P.K. Rout, Scholar, SOA University, Bhubaneswar (Odisha), India.
2Jyoti Ranjan Das, Professor, SOA University, Bhubaneswar (Odisha), India.
3Manoranjan Puthan, Professor, SOA University, Bhubaneswar (Odisha), India.
Manuscript received on November 12, 2019. | Revised Manuscript received on November 23, 2019. | Manuscript published on 30 November, 2019. | PP: 8314-8322 | Volume-8 Issue-4, November 2019. | Retrieval Number: D8987118419/2019©BEIESP | DOI: 10.35940/ijrte.D8987.118419
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: In this study we provide a new conceptualization of R&D leadership with a multilevel and integrative approach. Integrated leadership is being conceptualized based on extant literature. This study develops an inventory to access integrated leadership. It examines the impact of integrated leadership on R&D performance and leader performance. It also examines the moderating effects of leaders’ motivation, knowledge sharing, R&D climate and HRM practices between integrated leadership and R&D performance and leader performance. Data were collected from selected 139 R&D laboratories in India; from each laboratory one leader and three of his or her subordinate scientists working in coordination with the leader, were surveyed administering the questionnaire. The subordinate assessed the leadership and knowledge sharing, and the leader assessed all other variables. An instrument to access integrated leadership includes, cognitive, personal, and interpersonal factors. ]
Keywords: Integrated Leadership, R&D Performance, Leader Performance, R&D Climate, HRM Practices, Motivation, Knowledge Sharing.
Scope of the Article: Knowledge Discovery.