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looking at the influence of transformational leadership on innovation in organizational context. For example,
Jung et al. 2003 , conducted a study on the role of transformational leadership on
organizational innovation in Taiwan and found a strong and positive relationship between transformational leadership and innovation in organizational context. He opines that
transformational leaders, who articulate strong vision and champions the idea would strive to ensure the market success of the innovation. These leaders would encourage and mobilize their
employees to ensure the success of innovations
Jung et al., 2003. Keller 1992
has suggested that professional employees require more than traditional leader behaviors especially in RD
projects, where quality determines the performance. Furthermore, researchers view transformational leadership effectiveness in entrepreneurial activities and championing of ideas
and innovations necessary for understanding the market needs Howell and Higgins, 1990
. The present study proposes a positive relationship between transformational leadership and
organizational innovation which is conceptualized in this paper as including both the tendency of the organization to innovate and the success of innovations
. In line with the view suggested in the literature, the study formulates the research hypotheses as below
H
1
: There is significant relationship between transformational leadership dimensions and organizational
innovation.
H
1a:
There is significant relationship between idealized influence attribute and organizational innovation.
H
1b:
There is significant relationship between idealized influence behavioral and organizational innovation.
H
1c:
There is significant relationship between inspirational motivation and organizational innovation.
H
1d:
There is significant relationship between intellectual stimulation and organizational innovation.
H
1e:
There is significant relationship between individualized consideration and organizational innovation.
H
2
: There is significant impact between transformational leadership dimensions and organizational innovation.
H
2a:
There is significant impact between idealized influence attribute and organizational innovation.
H
2b:
There is significant impact between idealized influence behavioral and organizational innovation.
H
2c:
There is significant impact between inspirational motivation and organizational innovation. H
2d:
There is significant impact between intellectual stimulation and organizational innovation. H
2e:
There is significant impact between individualized consideration and organizational innovation.
3 Methodology
An organization that is able to improve its transformational leadership would be able to sustain academic staff. Previous research have shown that organizations with a more persuasive and
guiding leadership style would be able to improve the organization’s goals, increase the work effectiveness of employees and will increase organizational innovation. The study was conducted
under the framework as shown in figure.1. It demonstrates the variables transformational leadership dimensions Idealized Influence Attribute, Idealized Influence Behavior, Inspirational
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Motivation, Intellectual Stimulation and Individualized Consideration and organizational innovation that were used in the study.
Figure.1. The Proposed Model of Study
3.1 Questionnaire Design
The data for this study was collected through a questionnaire survey. Most of the measurement items in the questionnaire were based on previous studies. Content validity was ensured through
an extensive literature review of published material in academic and practitioner journals, and by discussion with several experts and scholars in this field. A transformational leadership
dimensions Idealized Influence Attribute, Idealized Influence Behavioral, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration was measured depend on
Bass and Avolio 1997 ,Avolio and Bass, 1995 Multifactor Leadership Questionnaire MLQ Form Bass Avolio 1996 , also known as 5X-Short Bass , Avolio, Jung, Berson, 2003
MLQ
–5X has been shown to be a psychometrically sound instrument Avolio , Bass, Jung, 1997; Bass , 1998; Bass Avolio, 1997; Bass and Avolio, 1995. The MLQ has been extensively
used in prior research and is considered to be a well-validated measure of transformational leadership Awamleh and Gardner, 1999. which is one of the most widely used and tested
measures of transformational leadership Singh and Krishnan, 2008. The MLQ 5x is a recent version of the scale which has been in development for nearly 20 years and used extensively to
measure leadership practices, particularly transformational leadership. The five subscalesIdealized influence attributed, Idealized influence behavioral, Inspirational
motivation, Intellectual stimulation, Individual consideration that measure transformational leadership were extracted from the MLQ, and a composite transformational leadership score was
computed from those items Carless , 1998. The 20 items represented by these subscales employ a five-
point scale ranging from 1=“Not at all” to 5= “Frequently, if not always”. Organizational Innovation has been measured using 16 items adapted from Tsai , Chuang, and
Hsieh 2008. Using a 5-point Likert scale, Respondents are asked to indicate the extent of their agreement with each item ranging from 1 strongly disagree to 5 strongly agree. The reported
Cronbach’s alpha reliability for the scale is 0.93 Easa, 2012.
3.2 Data Collection
The purpose of this study is to conduct a pilot study to determine the validity of questionnaire design. The pilot study is one that tests proposed research instrument on small sample of
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respondents within the sample population to identify and eliminate potential problems Hunt and Wilcox 1982. Therefore, the sample size for this study was chosen based on random sample of
50 academic staff in higher education in Iraq. Analytical methods included Correlation and Regression, reliability and validity. The SPSS version 21 was used to carry out the dissipative
statistical analysis.
4. Findings
4.1 Reliability Analysis
Reliability was tested for each variable of Transformational Leadership and organizational Innovation. To measure the consistency of the scale, Cronbachs alpha was used as a measure of
reliability. After factor loading was carried out, , reliability coefficients of 0.7 or more are considered adequate for social studies Hair et al., 2006 table 2 showed an acceptable range of
reliability where the results score.
Table 2. The Reliability result variables Transformational Leadership Dimensions and Organizational Innovation.
No. Variables Number of items
Cranachs Alpha 1
Idealized Influence Attribute 4
0.85
2
Idealized Influence Behavioral 4
0.80
3
Inspirational Motivation 4
0.83
4
Intellectual Stimulation 4
0.84
5
Individualized Consideration 4
0.78
6
Organizational innovation 16
0.90 4.2
Correlation Analysis
In this section, Pearson Correlation Coefficient was used to determine the relationship among the study variables. In addition, it identifies significant that opposites the potential value of the
error from first type, and it is the amount probability uncertainty value is at significance 0.05 and 0.01 to determine the moral differences between the study variables. The statistical results
given in Table3 show that there are significant correlations between the transformational leadership dimensions Idealized Influence Attribute, Idealized Influence Behavioral,
Inspirational Motivation, Intellectual Stimulation and Individualized Consideration and organizational innovation. The details are as in the following.
Table 3. The Correlation result Transformational Leadership Dimensions and Organizational Innovation.
Variable 1
2 3
4 5
6 Mean Standard
Deviation Transformational
leadership
1.Idealized 0.85
3.84 0.75
