Transformational Leadership's Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface

By Yan Ling, Zeki Simsek, M. Lubatkin, John F. Veiga. 2008

628 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/178378f59dc133762c2127084a4d44e40be8ebba

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Citations in the corpus

It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, methodology): “Second, building on the behavioral paradigm of leadership (Judge and Piccolo, 2004; Judge, Piccolo, and Ilies, 2004), strategic leadership researchers have argued that CEOs’ leadership behaviors influence strategic activities by shaping how they define and communicate their strategic vision and goal”
Entrepreneurial leadership, capabilities and firm growth (2015, background): “…the context and nature of entrepreneurial leadership within small firms (e.g. Coglister and Brigham, 2004; Cope et al., 2011; Leitch et al., 2013; Ling et al., 2008), to understand the effects of leadership on the growth of SMEs, we propose that greater attention should be given to the cognitive…”
CEO leadership behaviors, organizational performance, and employees' attitudes (2011, background): “In a very recent study, Ling et al. (2008b) found that a CEO's transformational leadership influenced firm performance in small, privately held firms.”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…behavior Nederveen Pieterse et al. (2010) Org. innovation Jung et al. (2008) (ns.) Performance Voice Detert and Burris (2007) Relationship duration Identification Value congruence Krishnan (2005) Organizational size Org. performance Ling et al. (2008b) A C riticalA ssessm ent of C harism atic—”
Corporate entrepreneurship: the innovative challenge for a new global economic reality (2015, background): “In this area, researchers have explored the motivation of corporate entrepreneurs, emotions, transformational leadership, position of managers, project failure and grief, and issues of middle managers (Marvel et al. 2007; Brundin et al. 2008; Ling et al. 2008; Hornsby et al. 2009; Shepherd et al. 20”
Getting Everyone on Board (2015, background): “Second, previous research has demonstrated the critical role played by TMT behavioral integration in determining organizational effectiveness (Hambrick, 1994; Ling et al., 2008b).”
R&D internationalization in medium-sized firms: The moderating role of knowledge management in enhancing innovation performances (2019, background): “2 R&D internationalization and knowledge management SMEs are important for the economic development of many countries (OECD, 2002; Ling et al., 2008; OECD, 2014) and recently have started to compete on a global stage, changing their knowledge strategies and developing new knowledge management practi”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “handful of attempts have examined CEO leadership behaviors and TMT processes and outcomes (e.g., Carmeli et al., 2010, 2011; Ling et al., 2008).”
The influence of transformational leadership and organizational identification on intrapreneurship (2011, background): “…theories, the one that seems most applicable to intrapreneurship is transformational leadership because recent research has shown that this style stimulates employees’ creativity and innovation (Elenkov and Manev 2005; Eyal and Kark 2004; Jung et al. 2003; Ling et al. 2008; Shin and Zhou 2003).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Ling et al. (2008) found that CEOs’ transformational leadership promote corporate entrepreneurship through the CEOs’ interface with the members of the top management team.”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “just small companies, could benefit from effective leadership at the top management level when pursuing innovation (Ling et al., 2008a).”