The Effect Of Leadership Style On CIO Effectiveness
Iyengar, Kishen Parthasarathy
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While IS researchers have often opined that leadership is important, a theoretical examination of leadership in the CIO context is lacking. We examine Leadership style in the light of the transformational leadership theory and its impact on organizational level variables such as CIO Role Effectiveness and IT ambidexterity, and individual level variables such as Leader-Member Exchange Relationship and the subordinate's general job satisfaction. Results indicate that contingent rewarding style impacted CIO role effectiveness, which in turn predicted IT ambidexterity. Transformational leadership was the strongest predictor of Leader-Member Exchange relationship, which in turn impacted job satisfaction.