The Impact of Leadership Style on Human Resources Commitment to New-Generation Information Technologies: Thematic Analysis Study

Abstract

This study initiates a qualitative survey to measure and analyze the ramifications of the most integral leadership patterns on human resources commitment to new-generation information technologies. On that account, this research builds on the extensive literature to examine the leadership construct from three behavioral aspects: transformational, transactional, and laissez-faire typologies. Therefore, a survey interview was carried out to depict how the multidimensional essence of these managerial practices can urge employees to embrace the IT vision and strive to implement new digital innovations in the context of tertiary education. The thematic analysis method has been administered for the analytical cross-examination of the qualitative outputs. The findings provided evidence of a generally positive correlation between the managers characterized as transformational leaders and the intense commitment to the leadership's digital strategy and vision. On the other hand, transactional management was perceived from two opposite perspectives: The first impact was positive as it vindicated the leverage of the employee's information technology performance, even with the reward-punishment system.   Meanwhile, the second account considered this pattern inadmissible since it disregarded the inspirational motivation that touches upon employees' souls and spirits to entice them into the thorough implementation of IT schemes rather than the mere intermittent financial compensations. The input regarding the laissez-faire patterns attests that these leaders are utterly absent and avoid taking charge of their employees. This non-transactional management compromises the effective and adequate execution of the preplanned IT schemes.