Vol. 14(3) September 2021
The leadership challenge in times of the COVID 19
pandemic - An empirical investigation on the impact of transformational leadership
on motivation and team performance
Busse Ronald and Lohmann Marc
Page No: 1-21
In today's world, where organisations are characterised
by an "innovate or die" paradigm through digitalisation and disruption, team-based
structures require not only a focus on the individual, but also on broader consideration
of the team as a whole in terms of motivation and leadership. In this context, the
way in which leaders lead and motivate their employees is a decisive factor.
The aim of this work is to examine the question of what influence motivation has
on the performance of work groups that are led in a transformational way. To this
end, 13 interviews were conducted with senior managers in German companies from
various economic sectors in the context of a qualitative approach. The evaluation
shows that motivation caused by elements of transformational leadership has a positive
influence both on the work performance of the individual and the entire work group.
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Supply Model of Poverty Alleviation and Innovation
Policy Combination based on QCA
Qunlin Fan, Hansong Liu and Le Cheng
Page No: 22-27
In order to reflect the interaction between poverty alleviation
policy and poverty alleviation performance, this study collected the poverty alleviation
policy data of 31 provincial administrative regions, obtained the elements of finance,
investment, finance, land, human resources etc. The two main modes are: exogenous
financial support and endogenous resource support based on the method of qualitative
comparative analysis (QCA).
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Internal branding vis –a –vis Employee Commitment:
IT sector perspective
Bharath Sindu, Nagesh P. and Nanjundeswaraswamy T.S.
Page No: 28-38
Branding is being observed as a crucial issue in enhancing
both brand and organizational performance. Unification of right workforce and motivating
them towards the goals and objectives of the organization is a foremost concern
fronting Information technology (IT) firms. The research study intends to investigate
Internal Branding and its effect on Employee Commitment (EC). The concept of internal
branding is examined and interrelationships are studied. Study investigated six
internal branding (IB) vis-a-vis empathy, quality of job and rewarding, benchmarking,
communication, values, information sharing and activities relating to promotions
and their influence on employee commitment in the IT Sector. Using the data from
431 employees of IT companies based in Bangalore, the result indicates that there
exists strong relationship amid Internal Branding(IB) and Employee Commitment (EC).
There is noteworthy relationship between empathy and consideration, job quality,
reward, upward communication and promotional activities. It may be noted that there
is no relationship between benchmarking and values and information sharing. The
result indicate that IB is multi-dimensional and recognized. The internal branding
has a positive impact on employee commitment.
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Next Level of Product Development - Impact of allowed
agility on perceived performance of product development processes
Busse Ronald and Abdeluahid Ali
Page No: 39-59
Increasing effects of volatility, uncertainty, complexity
and ambiguity, also known as VUCA14 lead to higher requirements in product development
processes. This work uses qualitative interviews which are analysed according to
the Mayring’s method23,24 to explore the impact of allowed agility on the perceived
performance of product development processes in the area of German non-software
products developed. In particular, it is about the impact of agile methods on the
three classical project management key performance indicators: time, cost and quality.
Furthermore, the role of the organisation in this interaction is examined. Despite
organisational obstacles, a clear increase in product quality and scope was perceived.
As agile methods in their raw form are not time and cost-optimisation methods, no
significant savings could be identified. Follow-up researches could investigate
deeper the most inhibiting and supporting factors in order to achieve better integration
of agile methods in large organisations.
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