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Transformational Leadership Model Source: Burns (1978)

Transformational Leadership Model Source: Burns (1978)

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As technology and innovation change at extreme velocity, previous knowledge may be rendered obsolete and irrelevant in the era of the digital economy and the "Industry 4.0". In order for organizations to be financially and operationally resilient, they must embrace emerging technologies such as Mobile, Social Media, Big Data and Analytics (BD&A), t...

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... this erratic business environment, effective leadership is crucial to inspire, stimulate, and influence workforce towards executing perennial business transformation (Chepkasova & Macalintal, 2016;Gago-areces, 2017). James MacGregor Burns (1978) coined a leadership approach that is genuinely adaptable to the current business environment; transformational leadership (TL) ( Figure 5). In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. ...

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... Also, the study found that transformational leadership plays a crucial role in influencing the overall safety performance of SMEs in the manufacturing industry in Malaysia (Zulkifly et al., 2023). Meanwhile, in a study by Baharuden et al. (2019), transformational leadership was applied as a moderator variable to examine the factors influencing Big Data and Analytics (BD&A) learning intentions among Malaysian SME executives. ...
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This paper explores the relevancy of transformational and servant leadership styles in Small and Medium Enterprises (SMEs) in Malaysia. The topic of leadership has been studied extensively throughout the years, with various leadership theories have been proposed. Previous studies have also highlighted on how leadership style is crucial in influencing the performance of an organization. Moreover, these two well-known leadership styles are believed to sit well with the concepts and strategies practiced among SMEs in this country. This study seeks to offer literature and practical insights into why these two styles of leadership are relevant and practical for the distinctive circumstances of Malaysian SMEs. Therefore, the researcher concluded with a rationale that applying the right and suitable leadership styles will influence the performance and success of Malaysian SMEs in the future.
... A common reason to this is due to the high resources and time investment required for adopting big data technologies [4]. Besides that, maintaining big data capabilities requires a large pool of highly skilled workers, which smaller companies such as SMEs and startups do not have the financial resources to invest in [5]. There are several studies [6]- [12] conducted to study the factors and challenges influencing the adoption of big data technologies. ...
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... UTAUT Conceptual Model organization environment (TOE) and UTAUT(Al-Rahmi et al., 2019;Baharuden et al., 2019; Bhat, 2018a, b;Br€ unink, 2016;Cabrera-Sanchez and Villarejo-Ramos, 2019;Chen et al., 2020;Haddad et al., 2018;Hamad et al., 2020;Maroufkhani et al., 2020;Raguseo, 2018;Shahbaz et al., 2021;Shorfuzzaman et al., 2019;Verma et al., 2018aVerma et al., , 2018b. ...
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... As stated earlier, digital transformation is omnipresent (Voß & Pawlowski, 2019). Companies such as Kodak, Blackberry, and Nokia, which were once dominant companies in the industry, were soon replaced by companies such as Amazon, Uber, Netflix, and Google because the latter embraced newer technologies of the digitalization age (Baharuden et al., 2019). To keep up with the changing external environment, it is important for firms to continuously upgrade their capabilities and embrace the emerging trends such as digitalization (Baharuden et al., 2019). ...
... Companies such as Kodak, Blackberry, and Nokia, which were once dominant companies in the industry, were soon replaced by companies such as Amazon, Uber, Netflix, and Google because the latter embraced newer technologies of the digitalization age (Baharuden et al., 2019). To keep up with the changing external environment, it is important for firms to continuously upgrade their capabilities and embrace the emerging trends such as digitalization (Baharuden et al., 2019). ...
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... Big Data & Analytics (BD&A) has been a phenomenon as it creates new model of decision support that enable organizations to extract and store data not only from internal systems but also with external data sources such as social media platform sites, online news, blogs, web contents, data generated from interconnected devices known as the internet of things (IoT), and other external traditional and modern databases (Baharuden, Isaac & Ameen, 2019). ...
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... Research has always examined the linkage between a firm's resources or capabilities, and its performance . Recently, many studies have diverted their attention to BDAC and demonstrated that BDAC and firm performance have a significant relationship (Baharuden, Isaac, and Ameen 2019;). However, not all firms have gained substantial returns after making large investments in BDA . ...
... A high level of BDAC, as a bundle of resources/capabilities, rationally enhances firm performance (Baharuden et al. 2019;. Akter et al. (2016); and discovered that a bundle of resources or capabilities, such as data, technology, technical skills, managerial skills, the intensity of organisational learning, and data-driven culture, can help a firm build a BDAC intelligently, and consequently, achieve greater firm performance. ...