The Impact of Transformational Leadership on the Self-Creative Efficacy and Intrinsic Motivation in FINTECH Organizations

Abstract

The generation of innovation initiatives within companies is a preponderant share for the development and growth of business lines, as it helps to improve the market shares and competitiveness since these come to be implemented and the FINTECH organizations are no exception. However, some companies have not encouraged these dynamic works, hence the need to identify which elements and type of workers contribute to generate these actions. To do this, it becomes necessary to analyze how transformational leadership, self-creative efficacy, and intrinsic motivation within organizations are given and how with these characteristic’s companies create value. Even from the literature review, it was identified that the so-called theory of dynamic capabilities provides a framework to understand that organizations constantly must evolve their resources if they wish to remain competitive in industries that have participation. To address the above, it seeks to understand the characteristics, abilities, and motivations from transformational leadership to flourish creativity. In this sense, it should be noted that transformational leadership has been conceived as the ability to influence employees by expanding and raising their expectations by giving them confidence to develop beyond their own expectations (Dvir, Eden, Avolio & Shamir, 2002). In turn, it is intended to generate information needed for decision-making by the different actors involved in this process to facilitate environments to promote efficiency and effectiveness in the delivery of products and / or services seeking to promote intrinsic motivation in followers to generate value to customers.