چگونه رهبری بر موفقیت سیستم های اطلاعات تاثیر می گذارد؟ نقش رهبری تحول گرا

We examined the positive impact of transformational leadership on IS success in organizations via two psychological mechanisms of system users’—perceived organizational support and systems self-efficacy. Our conceptual model was assessed using a sample of 251 employees from a multi-national bank in Korea. Overall, our results supported the hypothesized relationships: transformational leadership was positively related to system users’ IS success, and both perceived organizational support and systems self-efficacy of the system users mediated the relationship between transformational leadership and IS success. The results call for manager's attention to the importance of transformational leadership development in organizations.

Much attention has been paid to exploring the factors that enhance IS success [8] and [15]. It can be achieved in several ways but little attention has been given individual characteristics (e.g., motivation and attitudes), despite their potential for being effective. Another factor deserving more attention involves the impact of leadership on IS success. Research in the IS field has often focused on very specific managerial roles, such as allocating resources, monitoring outcomes, and controlling and coordinating people and work environments. While these managerial behaviors are undoubtedly important, they encompass only a small portion of a leader's role and thus primarily in obtaining efficient operations. While these are important, the role of a leader also includes motivating employees and adapting to changing conditions [24]. It therefore seemed necessary to investigate the relationship between leadership and IS success. The primary purpose of our study was to determine the influence of transformational leadership (focusing on inspiring and revitalizing people to perform better) on IS success. Transformational leaders inspire the values and ideals of followers and ultimately motivate followers to perform beyond expectations [5]. However, little is known about the relationship between transformational leadership and IS-related outcomes. Therefore, we attempted to integrate two important domains by positing that transformational leadership would be positively related to IS success. Specifically, we believed that transformational leaders can enhance IS success through: (1) idealized influence, transformational leaders instill pride, faith, and respect in IS users by acting well and leading-by-example; thereby, causing followers to identify with the leader. (2) inspirational motivation, transformational leaders enhance system users’ confidence in using the IS by articulating an appealing vision and expressing high levels of expectation and optimism about the users’ ability to use IS. (3) individualized consideration, transformational leaders can coach or mentor followers and provide individualized support while listening to the concerns and needs of IS users. (4) intellectual stimulation, transformational leaders can stimulate system users’ creative problem-solving skills by challenging them to address old problems using new perspectives, making them take risks, and soliciting system users’ ideas for better use of the IS. By performing such behaviors, we believe that transformational leaders can play a crucial role in IS users’ success. Thus we focused on two research questions: (1) Is transformational leadership positively related to IS success? and (2) What are the underlying psychological mechanisms by which this relationship is transmitted?

We applied transformational leadership theory to an IS context and found that our test results were consistent with the finding in the transformational leadership literature. The major findings supported our hypotheses in that both a system user's POS and SSE act as mediators in the relationship between transformational leadership and IS success. Table 6 presents our results. 5.1. Theoretical implications Our study integrated two important managerial issues—transformational leadership and IS success. Although several studies previously examined the effect of leadership on IS success, less attention was devoted to understanding the role of transformational leadership in the IS context. Therefore, our study showed that transformational leadership played an important role in an IS context. By focusing on system users’ affective and cognitive reactions to transformational leadership, we identified the underlying individual mechanisms of the relationship between transformational leadership and IS success. Understanding individual mechanisms in certain relationships is crucial because it helps explain the phenomena that occur in organizations. Since IS in organizations are operated by people, considering system users is important in articulating IS success. There has been much evidence on the effectiveness of transformational leadership in Western cultures including the U.S., but there has been a lack of research on transformational leadership in non-Western cultures. Korea has well-known cultural features—specifically, collectivism and high power distance. Our study showed that POS, as an operation for the social exchange perspective, was an important way for Korean employees, working with transformational leaders, to achieve IS effectiveness along with their self-efficacy to IS that they use in the workplace. 5.2. Practical implications Our major findings showed that transformational leaders help employees feel that they are supported and help them become confident in operating IS in the workplace. Therefore, IS managers should note that IS success can be enhanced by leaders’ transformational leadership style. Management should provide transformational leadership development programs for their IS managers, who should be encouraged to act in ways that create high levels of perceived organizational support of their employees as well as systems self-efficacy. Managers should also structure their organizational procedures in ways that helps to make IS users feel that they are valued and become confident in using IS to perform their tasks effectively. Finally, our study can provide IS managers, working in similar cultures to Korea, a better understanding of how they can use transformational leadership behavior and skills in motivating employees to achieve IS success. 5.3. Limitations There are four limitations to our study. First, we did not consider technical factors for IS success though they obviously do affect the results. Second, even though the results were consistent with our theoretical assumptions, the cross-sectional design could not completely rule out alternative explanations and we were not able to test any causal inferences. Third, since the findings were drawn from a Korean sample, the results are not necessarily generalizable to other nations or continents. Transformational theory, as developed in Western cultures, may not apply to Korean and other Eastern cultures. Finally, all of the variables in our study were collected from one source and this could have been a source of common method bias, which could explain some observed relationships between variables. Despite these limitations, our study showed a positive impact of transformational leadership on IS success in Korea. The results suggested that transformational leadership achieved both individual IS success as well as IS satisfaction by enhancing system users’ perceived organizational support and system self-efficacy.