Executive Leadership Attributes Relating to Transformed Organizational Human Resource Services Ebook

This study explored the relationships between the transformational leadership attributes of Human Resource (HR) executives and the Internet-based transformed HR services they provide. In general, this research addressed the question whether HR executives, who are more transformational in leader style, are more likely to be successful in transforming their respective HR services. Senior HR executives of Fortune 1000, Forbes 257 and other high performance organizations responded to an online survey regarding their relevant organizational roles, HR experience levels, Information Technology (IT) experience levels, education levels and their involvement levels during their Internet-based system implementations. The primary data came from their assessments of the impact of their Internet-based HR information systems and also self-reports of their individual leadership style using the MLQ-5X instrument. A total of 58 senior HR executives responded to the survey, representing an overall 4.8% response rate from the 1,219 prospective executives. Participating senior HR executives represented public, private and not-for-profit organizations in a variety of industries. Survey respondents reported high transformational (TF) leadership and low transactional (TA) leadership scores. Female participants reported higher TF scores than their male counterparts, although not significantly so. A positive and significant relationship was found between respondent s TF scores and their Transformed Human Resource Function (THRF) scores, lending further validity to the transformational leadership concept. In general, the respondents reported positive results from implementing Internet-based HR information systems: increased accessibility to HR program information, increased timeliness of HR actions, increased HR data accuracy, and improved HR decision making capability. Associations were also noted between specific components of transformational leadership and the THRF scores. Differences between levels of executive involvement, executive IT experience, executive HR experience, and executive gender relevant to the THRF were also explored. Practical implications (specifically as relates to HR selection and HR roles) and recommendations for future research are provided.