رهبری متنی، رهبری تحول گرا و عملکرد اتحاد نوآوری یابی بین المللی

In this paper, we examined aspects of contextual leadership [Osborn, R. N., Hunt, J. G., & Jauch, L. R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13, 797–837] and transformational leadership [Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press] by alliance heads and by executives in the sponsoring firms for a sample of innovation seeking U.S./Japanese alliances in research-intensive sectors. We identified three aspects of performance (a) alliance innovation, (b) the strategic contributions to the U.S. sponsor and (c) the strategic contributions to the Japanese sponsor. We found that (a) knowledge/ information based (contextual dimensions) leadership by the alliance head was associated with higher innovation and strategic contributions to the sponsors and (b) transformational leadership by sponsoring executives was dysfunctional for alliance innovation but contributed positively to the strategic contribution the alliance provided a sponsor and, (c) the linkage between leadership by the alliance head and performance was much more important for some types of alliance governance (administrative) structures than others. That is, we argue that appropriate leadership is embedded in its context.

Contextual and transformational-based views provided important insight in this study. We see the results as confirming the importance of transformational views for some aspects of organizational performance for some echelons of leadership and demonstrating the need to include contextual perspectives of leadership for other performance dimensions for other echelons. For this sample of innovation seeking international alliances in research intensive sectors, context, transformational leadership and context aspects of leadership were all important but for different criteria. Particularly surprising to some leadership scholars may be the negative association between executive leadership and alliance innovation. For us, they fit part of a larger pattern consistent with a complexity theory view. A great deal of our theoretical review and discussions focused on detailed analyses of various performance dimensions and aspects of the setting. While an emphasis on performance and context might be considered heresy for an article in The Leadership Quarterly, we argued that leadership investigations should be based on a larger theoretical framework where context is important. The bulk of the explained variance in our study was attributable to context and contextual leadership factors. Effective leadership, particularly for innovation, was embedded in its context. We purpose that others may also find that context matters a great deal when it is given an importance equal to leadership.