Tác động của lãnh đạo chuyển dạng đến chất lượng mối quan hệ nhân viên và hành vi tích cực của nhân viên tại các doanh nghiệp thương mại điện tử ở Việt Nam

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

THE IMPACT OF TRANSFORMATIONAL LEADERSHIP ON THE QUALITY OF

MEMBER EXCHANGE ON PROACTIVE WORK BEHAVIOUR OF EMPLOYEE

OF E-COMMERCE IN VIETNAM

TÁC ĐỘNG CỦA LÃNH ĐẠO CHUYỂN DẠNG ĐẾN CHẤT LƯỢNG MỐI QUAN HỆ

NHÂN VIÊN VÀ HÀNH VI TÍCH CỰC CỦA NHÂN VIÊN TẠI CÁC DOANH NGHIỆP

THƯƠNG MẠI ĐIỆN TỬ Ở VIỆT NAM

Dr. Nguyen The Khai

Open University of Ho Chi Minh city

Email: [email protected]

MBA. Do Thi Thanh Truc

Sai Gon University of Technology

Email: [email protected]

MBA. Do Van Tu

Phan Thiet University

Email: [email protected]

MBA.Huynh Tan

Nguyen Tat Thanh University

Email: [email protected]

MBA. Nguyen Thi Hoang Nguyen

Yersin Da Lat University

Email: [email protected]

Abstract

Research evaluates the impact of transformational leadership on team member exchange quality and

employees’ proactive work behavior. With a sample size of 619 employees working at 50 business brands of

electronic (E-COMMERCE) in Vietnam, results of analyzing data with SPSS and AMOS shows the same impact of

transformational leadership on team member exchange quality and team member exchange quality on OCBs.

Research also indicates the mediater role of team member exchange quality in the relationship between

transformational leadership and proactive work behavior such as: Organizational citizenship behaviors benefiting

specific individuals (OCBI), Organizational citizenship behaviors benefiting the organization (OCBO), and In-role

behaviors (IRB). Research provides more information about the factors affecting proactive work behavior and

therefore suggests the direction of follow-up research as well as management implications that help enterprises

enhance effectiveness and competitive advantages in today’s changing e-commerce environment.

Keywords: Transformational leadership, team member exchange, innovative work behavior, SMEs.

Tóm tắt

Nghiên cứu đánh giá tác động của phong cách lãnh đạo chuyển dạng đến chất lượng mối quan hệ nhân

viên và hành vi tích cực của nhân viên. Với cỡ mẫu 619 nhân viên đang làm việc tại 50 công ty thương mại điện

tử (E-COMMERCE) ở Việt Nam. Kết quả phân tích dữ liệu bằng phần mền SPSS và AMOS, cho thấy tác động

cùng chiều của phong cách lãnh đạo chuyển dạng đến chất lượng mối quan hệ nhân viên và yếu tố chất lượng

mối quan hệ nhân viên có tác động cùng chiều đến OCBs. Nghiên cứu cũng chỉ ra vai trò trung gian của chất

lượng mối quan hệ nhân viên trong mối quan hệ giữa lãnh đạo chuyển đổi và hành vi làm việc chủ động như:

hành vi hướng đến lợi ích cá nhân (OCBI), hành vi hướng về tổ chức (OCBO) và hành vi trong vai trò công việc

(IRB). Nghiên cứu giúp hiểu rõ hơn về các yếu tố tác động đến các hành vi tích cực này của nhân viên từ đó gợi

ý hướng nghiên cứu tiếp theo và gợi ý các hàm ý quản trị giúp các doanh nghiệp nâng cao hiệu quả và lợi thế

cạnh tranh của mình trong môi trường thương mại điện tử biến động không ngừng hiện nay.

Từ khóa: Lãnh đạo chuyển dạng, chất lượng mối quan hệ thành viên, hành vi sáng tạo trong công việc,

doanh nghiệp vừa và nhỏ (SMEs).

530

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

1. Introduction

Integration trends make the workplace today less focused, more competitive, and more

innovative pressure to organizations and individuals. Therefore, organizations need to find employees

who are proactive, who are intent on and capable of influencing and responding to environmental

changes more quickly than simply adapting passive with these changes (Crant, 2000; Parker, 2000;

Parker, 2010).

Indeed, in today's world, some organizations view proactive work behavior as part of their

work, emphasizing its value to employees; and make efforts to search for proactive employees

(Campbell, 2000).

According to a survey by Forbes magazine (2017), Vietnamese e-commerce in 2017 reached a

growth rate of 25% over the previous year, forecasting that this growth will continue to be maintained

in 2018. Market also recorded some impressive growth in the past year. Typically in the online retail

sector, sales growth rate in 2017 reached 35%. Some large-scale delivery companies grew their

revenues by 62% -200%. The area of payment has also increased. Information from the National

Payment Corporation of Vietnam (NAPAS) shows that in 2017 the number of domestic online card

transactions increased by about 50% compared to 2016, while the transaction value increased by 75%.

In the field of online marketing, some companies have a growth rate of 100-200% in 2017, marking

the strong growth of the group of companies offering affiliate marketing services. E-COMMERCE

Vietnam companies are facing the risk of shortage of high quality human resources to operate

production and business. On human resources in charge of e-commerce, the survey showed that

enterprises always have difficulties in recruiting skilled workers in information technology and e-

commerce. If in 2015, 24% of enterprises have difficulties, in 2016 it will be 29% and 31% in 2017.

One of the reasons is that employees are unhappy about the welfare system as well as the management

style of the upper management and operation. Especially, with the oriental culture like Vietnam, the

manager is characterized as being individualistic and high in power distance will affect, therefore he or

she would affect the behavior of employees.

Based on Social exchange theory and Social learning theory, the research sheds light on the

impact of transformational leadership on employees’ proactive work behavior through the

intermediary variable which is team member exchange quality in E-COMMERCE companies in

Vietnam.

2. Literature review

2.1. Transformational leadership

The transformational leadership definition viewing from the perspective of leaders influencing

employees is strongly supported by researchers like Bass (1985), Yukl (2010). According to Bass

(1985), the transformational leader is a person who treat his staff based on moral values and make

them feel respected, trusted, admired, loyal and as a result, they will have the motivation to overcome

commonplace benefit in order to bring incredible results. Staff respect, believe in transformational

leaders because they are always concerned about the benefit of the organization and the staff; they care

about staff and understand their personal demand, they are always willing to support staff to reach

their potential limit through training and intellectual stimulation. They inspire staff by introducing

intriguing and challenging expectations, they create a sense of safety for them by moral behaviour.

Originally, the transformational leadership deprives from the charismatic leadership; however,

Bass imply that the charismatic leadership is just a part of transformational leadership. Bass (1985)

suggested four components in transformational leadership: idealized influence, individualized

consideration, inspirational motivation and intellectual stimulation; among these, the influence of the

leader is also called charismatic leadership.

531

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

The influence of a leader on employees is affected by two components: first, idealized

influence – behavior and second, idealized influence – attribute which the leader shows in the process

of interacting with the staff. Behavioral exposure refers to the actions that can create credibility for a

leader's bottom-line staff: attention to ethics when making decisions, emphasis on the goals and

mission of the group, the transmission of values and important beliefs in the work of the leader

(Antonakis et al., 2003). Meanwhile, the influence of the quality of the leader shows the employees’

personal feelings about the exemplary qualities that the leader exposes when interacting with the

employee; some of the typical qualities that can be raised are: self-confidence, personal power, the

nobility of the leader when willing to ignore the self-interest for the benefit of the group (Antonakis et

al., 2003).

Individualized consideration shows the leader's listening, insights to the personal needs of the

employee; from this insight, the leader will be able to provide direct counseling or guidance to help

employees maximize their potential and thereby create a good foundation for the employee to satisfy

the highest demand in Maslow's demand pyramid which is self-actualization (Northouse, 2010).

Intellectual stimulation shows that leaders encourage innovation and creativity in the

workplace. Positive support from the leader is expressed through different groups of behaviors such as

accepting conflicting opinions from employees, not criticizing employees when they make mistakes

while making or applying new initiatives, motivating employees to ask questions about the values and

beliefs that exist in their minds and in the daily operations of the organization. It is through these

behaviors that employees will work harder to come up with a variety of approaches that create

innovative ideas for solving organizational problems (Yukl, 2010).

Inspirational motivation refers to the leader’s actions in motivating and encouraging

employees to work by providing an attractive, persuasive vision as well as guiding them in making

efforts to reach that vision (Bass and Avolio, 2004).

2.2. Team member exchange quality

Seers (1989) delineated the quality of team member exchange (TMX) as the effect of work

relationships between a team member and co-workers. It is an individual's awareness of their exchange

relationship with the peer group as a whole (Seers, 1989). High quality TMX is synonymous to team

members having great social and mission relationships and working to benefit their peers. It differs

from LMX in that the focus relationship involves the whole peer group and the way people view

themselves as a member.

2.3. Proactive work behavior of employees

Parker and Collins (2010) define active behavior as innovative behavior, changing orientation,

and future-oriented behavior that facilitate positive change within the organization. Thus, proactive

behavior represents a dynamic approach to work (Parker, 2000) through which employees seek to

develop their personal preconditions and to influence the environment as for a positive change.

Proactive work behavior of employees in organization was developed by Williams and Anderson

(1991), using 21 observable variables to describe three components of organizational behavior. These

are organizational citizenship behaviors benefiting specific individuals (OCBI), organizational

citizenship behaviors benefiting the organization (OCBO), and In-role behaviors (IRB).

OCBI is an immediate benefit to an individual and indirectly contributes to the organization,

such as helping absent persons or an individual expressing interest to another individual.

OCBO focuses primarily on benefiting the organization, including the responsibility to provide

advance notice of things that for personal and own reasons fail to accomplish the task for the

organization, it does not affect the organization much and adheres to the unofficial rules.

532

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

IRBs are behaviors recognized by the formal reward system and are part of the job

requirements. These behaviors include performing tasks and committing activities to be performed as

desired.

2.4. Research hypothesis

Transformational leadership promotes employee self-esteem by expressing their expectations,

providing feedback, providing useful advice for development, and encouraging employees to adopt

new approaches to complete tasks, reward the skills and performance of employees. Such behaviors

make staff recognize the care and support of transformational leaders and this reinforces their

emotional relationship. Social learning theory is the basis for employee learning and behavior.

Similarly, employees will imitate these behaviors and show innovative behavior at work. In addition,

in view of the re-emergence of social exchange, the employee will help other members achieve the

group's goals as a return to the transformational leader's support.

Transformational leadership is also transferred to employees by praising the team's

achievement and inspiring collective vision and goals through the image of a group's future. These

behaviors help employees understand the vision of the organization and share common interests. Thus,

transformational leadership can increase the team's cohesiveness and co-worker behavior as well as

innovation in the workplace. Studies by Gilmore, Hu, Wei, Tetrick, & Zaccaro (2013); Li, Chiaburu,

Kirkman, & Xie (2013), Szczepańska-Woszczyna (2015) also found a positive relationship between

leadership change and positive employee behavior. Thus, the proposed hypotheses:

H1: Transformational leadership has a positive relationship with the innovative work behavior

of employees.

When transformational leadership clarifies and emphasizes group features, team visions, and

team building, individualists will follow collectivism and they will replace “me” with “us”.

Consequently, members accept the mission and mission of the group (Flynn, 2005). Employees have

common interests and values shared, they help each other in the work, provide constructive feedback,

advise, trust, and respect other colleagues. The social exchange chains in the group represent the

general exchange characteristics, which is one of the important characteristics of TMX (Seers et al.,

1995). Thus, the proposed theory is that transformational leadership can help employees build

collective identity and help employees develop the team member exchange quality (Keup et al., 2004).

H2: Transformational leadership has a positive relationship with TMX.

Previous studies have shown that energy and vitality are two important components of

creativity (Atwater and Carmel, 2009). When a person is in a positive relationship, he or she is more

likely to contribute in the workplace, especially in complex tasks or in the pursuit of innovation or new

ideas (Vinarski-Peretz et al. the, 2011). The quality of relationships among members can enhance the

level of individual autonomy, namely better control of job performance (Unsworth and Clegg, 2010)

and a sense of empowerment (Liden et al. 2006). Studies by Ohly et al. (2006); Researches of Zhang

and Bartol (2010) show that the better relationships among team members are, the more motivation

employees have to engage in innovative work. Thus, the H3 hypothesis is proposed as follows:

H3: The quality of team member exchange is in the same relationship with the innovative work

behavior of the employees.

Proposed research model

From the theoretical basis, prior studies and the actual situation of the companies, the research

model is proposed as follows:

533

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

H1

Idealized influence – behavior

OCBO

OCBI

H3b

H3a

H2a

H2b

H2c

Idealized influence – attribute

TMX

Individualized consideration

Intellectual stimulation

Inspirational motivation

H3c

IRB

H2d

Image 1: Proposed research model

3. Methodology

3.1. Research method

The research was conducted in two steps: preliminary and formal. Preliminary research was

conducted through in-depth interviews with 10 employees at different levels working in

pharmaceutical companies to adjust and supplement the scale. The formal study was conducted by

quantitative methods, data were collected through face-to-face interviews and questionnaire emails

were sent to employees working in pharmaceutical companies. The information collected will be

processed for statistical purposes using SPSS and AMOS software.

3.2. Scale and design of the survey

The scale in this study is based on the theory of transformational leadership, TMX, employees’

proactive work behavior and employee performance. The scale for leadership styles can be adjusted

based on the MLQ -5X scale of Bass and Avolio (2004). The quality of team member exchange

(TMX) with 10 observed variables from Seers, Petty and Cashman (1995). The scale of employee

behavior was measured using William and Anderson's (1991) scale with 21 variables. Specific

observational measures were measured on the Likert scale of 5 points, varying from the 1st level -

totally disagree, and level 5 - totally agree.

3.3. Research data and method to get data

Samples in the formal study were selected using a convenient sampling method, questionnaires

were sent to employees with different positions and full-time work at E-COMMERCE Vietnam

companies. There are 619 samples in this research satisfy sample size requirements. The questionnaire

also demonstrates a commitment to using information only for research purposes with a commitment

to information security for respondents.

4. Results

4.1. Sample description statistics

In 619 valid questionnaires (from 650 leaflets), the sample was encoded in groups for

processing. Domestic pharmaceutical companies accounted for 40.87%, and the foreign invested group

accounted for 59.13%. Male accounted for 48.14% and female was 51.86%. As regards age group, the

30-year-old group accounted for 24.88%, the group of 30 to 40 years old accounted for 52.30%, the

group over 40 years old accounted for 22.82%. About working seniority, subjects of work under three

years accounted for 55.25%, from 3 to 5 years accounted for 33.28%, subjects and subjects over 5

years accounted for 11.47%. In terms of income, the group with income of less than 10 million

accounted for 42.00%, the income from 10 to 20 million accounts for 39.90%, and the group with

534

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

income of over 20 million accounted for 18.09%. Statistical results show that employees at E-

COMMERCE companies are mainly young, dynamic employees. The working time is from 5 to 10

years, the main income is less than 10 million VND / month.

4.2. Scale evaluation

Table 1 shows Cronbach's Alpha revealing that the scale factors are reliable. For each factor,

the Cronbach's Alpha coefficient is greater than 0.7; if any observable variable is dropped in this

factor, the Alpha coefficient decreases, while the total variance is greater than 0.3, so all observations

are retained.

Table 1: Testing results of Cronbach's Alpha

Cronbach's

Variables

Indicators

Mean

Alpha if item

deleted

Decision

Alpha

Idealized influence –

behavior

IB

IA

4

3.68

0.798

0.828

0.826 Accepted

0.831 Accepted

Idealized influence –

attribute

4

5

3.87

3.39

Individualized

consideration

IC

0.886

0.904 Accepted

Intellectual stimulation

Inspirational motivation

TMX

IS

4

5

3.72

3.45

0.765

0.772

0,914

0.783 Accepted

0.791 Accepted

0.928 Accepted

IM

TMX

10

Organizational citizenship

behaviors benefiting

specific individuals

OCBI

7

2.41

0.871

0.883 Accepted

0.887 Accepted

Organizational citizenship

behaviors benefiting the

organization

OCBO

IRB

7

3.61

3.68

0.881

0.840

In-role behaviors

0.846 Accepted

Source: Calculations of the authors

4.3. Factors analysis

The results of the EFA analysis with the Principal axis factoring method and the Promax

rotation show a KMO> 0.5), significant 1% (Sig = 0,000), total cumulative deviation is greater than

50%; factor loading is greater than 0.5; The difference in the factor loading across all factors is greater

than 0.3, indicating that the observable variables in the whole are correlated with each other and the

factor analysis is consistent with the data.

4.4. CFA decisive factor analysis

The CFA results show that the model has indicators showing the suitability of the model with

market information. Based on the Chi-square / df = 1,887 (<3), RMSEA = 0.062 (<0.08), GFI = 0.914,

TLI = 0.919, CFI = 0.930 > 0.9) are standard. This result indicates that the measurement model fits

well with the data. The standardized weights of the scale are both high and 0.5 and the p-value of each

pair is less than 0.05. On the other hand, the correlation coefficients together with the standard

deviations show that they are different from 1. Thus, the adjusted research model achieves

convergence value and discriminant value. The model has no correlation between the measurement

errors of the factor groups together, so the model achieves monad.

535

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

Table 2: Indicators of variables in the model

Suitability

Chi-square

Acceptance rate

Source

P values

Hair et al. (2010)

CMIN/df

≤ 3 good, ≤ 5 sometimes accepted

Carmines and McIver (1981)

Nguyễn Đình Thọ and Nguyễn Thị

RMSEA

GFI

≤ 0.08 good, ≤ 0.05 very good

≥ 0.9 very good, ≥ 0.8 good

Mai Trang (2008)

Bentler and Bonett (1980)

> 0.95 very good, > 0.9 good, > 0.8

sometimes accepted

CFI

Hatcher (1994)

Source: Collection of author

4.5. Suitability evaluation of the model with linear SEM model

Estimated results of the model with Chi-square are 1.452.318 (p = 0.000). Other criteria are as

follows: CFI = 0.901; TLI = 0.918, GFI = 0.904 and RMSEA = 0.056. In order to broaden the overall

research results, the model should be tested for reliability. The subject used bootstrapping technique

with a repeat sample size of 1,500 observations (n = 1,500). Estimates of 1,500 observations indicate

that the original weights are significant for the average weight of bootstrapping since all weights are

within the 95% confidence interval. Thus, the estimates in the model can be concluded to be reliable.

4.6. Result discussion

The results of the theoretical modeling accreditation with SEM show that the model is

consistent with market data. The results of the standardized causal relationship between concepts in the

theoretical model show that the relationship between the concepts in the theoretical model is

statistically significant (p <0.05). It shows that the scale of concepts in the research model reaches the

theoretical related value.

Table 3: Results of the verification of causal relationships between the concepts in the model

Estimate S.E.

C.R.

P

Decision

TMX

<---

IC

0.32

0.038

8.357

*** Accepted

TMX

OCBI

OCBO

OCBI

OCBO

<---

IA

0.242

0.154

0.16

0.039

0.044

0.062

0.073

0.074

0.068

0.056

0.062

0.086

0.1

6.216

3.461

2.565

0.099

0.923

2.518

*** Accepted

0.01 Accepted

0.921 Rejected

0.356 Rejected

0.012 Accepted

0.016 Accepted

0.014 Accepted

0.043 Accepted

0.21 Rejected

0.566 Rejected

0.276 Rejected

0.18 Rejected

IM

IS

IB

0.007

0.068

0.171

0.135

0.138

0.126

0.107

-0.057

0.055

-0.068

TMX

IC

-2.403

2.467

-2.028

1.255

-0.574

1.089

-1.341

IA

IM

IS

IB

IC

0.051

IA

536

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

OCBO

IRB

<---

IM

IS

0.074

-0.096

-0.161

0.734

0.001

0.127

-0.01

0.056

0.078

0.092

0.068

0.044

0.045

0.049

0.068

0.08

1.314

-1.233

-1.745

10.827

0.023

0.189 Rejected

0.217 Rejected

0.081 Rejected

*** Accepted

0.981 Rejected

0.004 Accepted

0.834 Rejected

0.581 Rejected

0.468 Rejected

IB

TMX

IC

IRB

IA

-2.843

-0.21

IRB

IM

IS

IRB

-0.037

0.058

-0.552

0.726

IRB

IB

Source: Results of the authors’data analysis

Note: ***: p < 0.001

Thus, research results show that transformational leadership has a positive influence on TMX

in: Idealized influence - attribute, Individualized consideration, Intellectual stimulation, Inspirational

motivation. Idealized influence - behavior is not statistically significant and therefore has been

discarded. TMX has a strong impact on OCBO, IRB. The components of transformational leadership

style that have a positive impact on OCBI are IC, IA, IM. IA also has a positive impact on the IRB.

The remaining hypotheses were discarded because they are not statistically significant.

5. Conclusions

5.1. Conclusion

The results of the model analysis have found the same relationship between transformational

leadership to TMX, and the positive impact of TMX on the proactive work behavior of employees.

Analyzing the level of proactive work behavior in the workplace shows that the assessment of the

components is not high, most of the assessments have not yet reached level 4. This shows that

enterprises need to improve the quality of team member exchange and promote the positive behavior

of the staff.

5.2. Management implications

Based on the results of the analysis of the impact of leadership style on proactive work

behavior in the workplace of employees, the research proposes several recommendations regarding the

behavior of the leader to improve employee performance as shown below. These are the most basic

recommendations, each company can depend on the circumstances of the company to apply

accordingly.

Inspiration. Leaders need to be more involved in supporting employees to look at things in

different angles. Innovation and change are of the key resources that create the difference among

software enterprises; however, when faced with problems, the staff usually use the easiest way for

them or relate to experience so it limits the innovation and change. Through employee orientation, the

problem is seen from different perspectives, the leader will make the employee assess every problem

comprehensively and accurately before making crucial decisions. On the other hand, the behavior of

the leader will create an environment that encourages innovation and change.

Intellectual stimulation. Leaders must constantly find different points of view when dealing

with problems. In an organization, having a leader encourage staff to contribute to the organization's

issues will help create a democratic environment; as for employees, this behavior of the leader will

urge them to brainstorm more and feel their important roles in the organization. According to Politis

(2002), today's leaders need to shift their roles from the knowledge holder to the person contributing to

537

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

the organization's knowledge and catalyzing the sharing of knowledge across the organization. This

does not only enrich knowledge for staff but also enriches knowledge for the organization. By

constantly seeking different perspectives from employees when they are faced with issues, the leader

may not miss precious knowledge from the employee, creating a foundation for organizational

innovation and improving the performance of employees.

Attention: In order to understand the circumstances, competencies and ambitions of each

employee, the leader needs to obscure the power gap and communicate directly with the employee on

an individual basis; communicative content is not limited to the professional aspect but also the family

and social aspects. Interactive engagement can be done through social networking, forums, live chat.

Another way to understand employees is to take part in social collective activities in which the

employee is also a member. Through these activities, employees and co-workers will have more in

common and therefore, the relationship will be better and more connected, so sharing is easier.

This research is only done in Vietnamese pharmaceutical industry. The follow-up research

should extend to other industries or countries to understand more about the influence of other factors

on IWB, such as: Leader-member exchange, perceiver support of organizational. Finally, elaborating on

some of the mentioned variables may offer a deeper insight into how to enhance creative work

involvement.

REFERENCES

1. Atwater, L. and Carmeli, A. (2009), “Leader-member exchange, feelings of energy, and involvement in

creative work”, Leadership Quarterly, 20 (3): 264-275.

2. Bass, B.M. (1985), Leadership and Performance beyond Expectations, New York: Free Press.

3. Bass, B.M, Jung, D.I., Avolio, B.J., & Berson, Y. (2004), “Predicting unit performance by assessing

transformational and transactional leadership”, Journal of applied psychology, 88(2): 207 - 218.

4. Benlter, P.M and Bonett, D.G. (1980), Psychological Bulletin, 88 (3): 588-606, available at:

http://dx.doi.org/10.1037/0033-2909.88.3.588.

5. Borman, W.C. & Motowidlo, S.J. (1993), “Expanding the critrerion domain to include elements of contextual

performance”, in Personnel selection in organizations, Schmitt, N. & Borman, W.C. (eds), Jossey Bass, San

Farancisco, CA: 71-98.

6. Campbell, D. J., 2000. The proactive employee: Managing workplace initiative. The Academy of

Management Executive, 14: 52–66.

7. Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26, 435-462.

8. Crant, J. M., Bateman, T. S., 2000. Charismatic leadership viewed from above: The impact of Proactive

Personality. Journal of Organizational Behavior, 21, 63–75.

9. Flynn F. J., “Identity orientation and forms of social exchange in organization,” Academy of Management

Review, 30, (4), 737-750, 2005.

10. Forbes reprort (2017), E-Commerce In 2018: Here's What The Experts Are Predicting.

11. Gilmore, P.L., Hu, X., Wei, F., Tetrick, L.E., & Zaccaro, S.J. (2013). Positive affectivity neutralizes

transformational leadership's influence on creative performance and organizational citizenship behavior.

Journal of Organizational Behavior, 34, 1061–1075.

12. Hair, J.F. , Black, W., Babin,. B.J., Anderson, R.E. (2010), Multivariate Data Analysis. Upper Saddle River,

NJ: Prentice Hall.

13. Hatcher, L. (1994), A step by step approach to Using the SAS System for Factor Analysis, 7^thed., Prentice

Hall, Upper Saddle River. NJ.

538

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

14. Janssen, O. (2002). Transformationeel leiderschap en innovatief werkgedrag van medewerkers: eenkwestie

van benaderbaarheid van de leider. Gedrag and Organisatie, 15: 275–293.

15. Lepper, M.R., Greene, D. and Nisbett, R.E. (1973), “Undermining children’s intrinsic interest with extrinsic

reward: a test of the ‘overjustification’ hypothesis”, Journal of Personality and Social Psychology, 28 (1):

129-137.

16. Li, N., Chiaburu, D.S., Kirkman, B.L., & Xie, Z. (2013). Spotlight on the followers: An examination of

moderators of relationships between transformational leadership and subordinates' citizenship and taking

charge. Personnel Psychology, 66, 225–260.

17. Li, M. and Hsu, C.H. (2016), “A review of employee innovative behavior in services”, International

Journal of Contemporary Hospitality Management, 28 (12): 2820-2841.

18. Liao, H., Liu, D. and Loi, R. (2010), “Looking at both sides of the social exchange coin: a social cognitive

perspective on the joint effects of relationship quality and differentiation on creativity”, Academy of

Management Journal, 53 (5): 1090-1109.

19. Liden, R.C., Erdogan, B., Wayne, S.J. and Sparrowe, R.T. (2006), “Leader-member exchange,

differentiation, and task interdependence: implications for individual and group performance”, Journal of

Organizational Behavior, 27 (6): 723-746.

20. Keup. L, Bruning N. S., and Seers A. (2004) “Member, Leaders and the team: Extending leader-member

exchange to co-worker relationships,” presented at the Administrative Sciences Association of Canada,

Quebec.

21. Liu, J., Siu, O. L., & Shi, K. (2010). Transformational leadership and employee well-being: The mediating

roles of trust in leaders and self-efficacy. Applied Psychology: An International Review, 59(3): 454–479.

22. NAPAS (2017), Annual report of National Payment Corporation of Vietnam 2017.

23. Northouse, P.G. (2010), Leadership: Theory and Practice, 5th Ed, CA: Sage Thousands Oaks.

24. Ohly, S., Sonnentag, S. and Pluntke, F. (2006), “Routinization, work characteristics and their

relationships with creative and proactive behaviors”, Journal of Organizational Behavior, 27 (3): 257-279.

25. Organ D. W. (1988), Organizational Citizenship Behavior: The Good Soldier Syndrome, Lexington, MA:

Lexington Books.

26. Parker, S. K., Collins, C. G., (2010). Taking stock: Integrating and differentiating multiple proactive

behaviors. Journal of Management. Advance online publication. doi:10.1177/0149206308321554.

27. Politis, J.D. (2002), “Transformational and transactional leadership enabling (disabling), knowledge

acquisition of self-managed teams: the consequences for performance”, Leadership & Organization

Development Journal, 23(3/4):186-197.

28. Reuvers, M., van Engen, M. L., Vinkenburg, C. J., & Wilson-Evered, E. (2008). Transformational

leadership and innovative work behavior: Exploring the relevance of gender differences. Creativity and

Innovation Management, 17: 227–244.

29. Seers, A. (1989), “Team-member exchange quality: a new construct for role-making research”,

Organizational Behavior and Human Decision Processes, 43 (1): 118-135.

30. Seers A., Petty M. M., and Cashman J. F. (1995), “Team-member exchange under team and traditional

management: A naturally occurring quasiexperiment,” Group and Organization Management, 20 (1): 18-

38.

31. Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and

antecedents. Journal of Applied Psychology, 68(4): 653-663.

32. Susanne G. Scott, Reginald A. Bruce (1994), Determinants of innovative behavior: A path model of

individual innovation in the workplace, Academy of Management Journal, 37 (3): 580-607.

539

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

33. Szczepańska-Woszczyna, K. (2015). Leadership and Organizational Culture as the Normative Influence of

Top Management on Employee's Behavior in the Innovation Process. Procardia Economics and Finance,

34, 396-402.

34. Nguyễn Đình Thọ and Nguyễn Thị Mai Trang (2008), “Nghien cuu kho hoc marketing: ung dung mo hinh

cau truc tuyen tinh”, NXB DH Quoc gia TPHCM, TPHCM.

35. Unsworth, K.L. and Clegg, C.W. (2010), “Why do employees undertake creative action?”, Journal of

Occupational & Organizational Psychology, 83 (1): 77-99.

36. Vinarski-Peretz, H., Binyamin, G. and Carmeli, A. (2011), “Subjective relational experiences and employee

innovative behaviors in the workplace”, Journal of Vocational Behavior, 78 (2): 290-304.

37. Volmer, J., Spurk, D. and Niessen, C. (2012), “Leader-member exchange (LMX), job autonomy, and

creative work involvement”, Leadership Quarterly, 23 (3), 456-465.

38. Walumbwa F. O. and Hartnell C. A. (2011), “Understanding transformational leadership-employee

performance links: The role of relationsl identification and self-efficacy,” Journal of Occupational and

Organizational Psychology, 84 (1): 53-172.

39. Yukl, G. (2010), Leadership in Organizations, 7th Ed, NJ, Upper Saddle River: Pearson.

40. Zhang, X. and Bartol, K.M. (2010), “Linking empowering leadership and employee creativity: the influence

of psychological empowerment, intrinsic motivation, and creative process engagement”, Academy of

Management Journal, 53 (1): 107-128.

Additional

Image 2. CFA analysis result

540

Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018

Image 3. SEM analysis result

541