Muh. Yushar Mustafa, Md. Daud Ismail, M. Ikhwan Maulana Haeruddin, Uhud Darmawan Natsir, Muh. Ma'ruf Idris, Abdi Akbar, Caroline Mariñas-Acosta

Age of Ultron: Exploring the Transformational Leadership Influence on Marketing Innovation of SMEs (An Investigation Based on the 4I Model of Burns)

Introduction

Age of ultron: exploring the transformational leadership influence on marketing innovation of smes (an investigation based on the 4i model of burns). Explore how transformational leadership influences marketing innovation in SMEs in Makassar, Indonesia, using Burns' 4I model. Discover how it drives creativity, risk-taking, and growth.

Abstract

Leadership is a critical factor in safeguarding the development of SMEs’ marketing innovation. The literature shows that the concept of transformational leadership has gained significant scholarly attention recently. However, there is a scarcity of empirical research on the role of transformational leadership style within the context of small and medium-sized enterprises (SMEs). Additionally, existing studies mainly focus on developed countries ignoring the unique contextual setting of developing countries. In line with such a phenomenon, this study addresses the research gaps by investigating the role of transformational leadership in SMEs’ marketing innovation strategy. The scope of this study is SMEs in the Makassar region of Indonesia. In addition, this study was conducted from July 2024 to February 2025. Through the analysis of the existing studies and the preceding theoretical frameworks, this study identifies several key characteristics of transformational leadership that contribute to the innovative practices of SMEs in Makassar. As such, for theoretical implications, the finding of this study suggests that transformational leadership enhances creativity, encourages risk-taking, and fosters an organisational culture conducive to innovation, ultimately driving the growth and competitiveness of SMEs in the region. For managerial implications, this study offers several insights that may be beneficial for SME owners, especially in helping SMEs to be more highly innovative.

Review

This paper outlines a highly relevant and timely investigation into the influence of transformational leadership on marketing innovation within Small and Medium-sized Enterprises (SMEs). The authors correctly identify significant gaps in current literature, specifically the scarcity of empirical research on transformational leadership styles in SMEs and the overwhelming focus on developed countries, neglecting the unique contextual dynamics of developing economies. By proposing to address these gaps within the Makassar region of Indonesia, the study promises to contribute meaningfully to both leadership and innovation literature. While the chosen title, 'Age of Ultron,' is certainly eye-catching, it might benefit from a more academic and direct framing to immediately convey the research's serious intent and scholarly contribution. The abstract clearly articulates a research objective to investigate the role of transformational leadership in SMEs’ marketing innovation strategy, leveraging the 4I Model of Burns. It is important to clarify that the timeline (July 2024 to February 2025) indicates this abstract describes a *proposed* study or a *conceptual framework* rather than a completed empirical investigation. Therefore, the mention of "analysis of the existing studies and the preceding theoretical frameworks" likely refers to the methodological approach *of this present paper* in identifying "key characteristics" and deriving theoretical propositions. The explicit scope focusing on SMEs in Makassar, Indonesia, is a particular strength, promising to fill a critical gap concerning developing country contexts. The outlined theoretical implications, suggesting that transformational leadership enhances creativity, encourages risk-taking, and fosters an innovative organizational culture, are well-aligned with established literature and represent compelling hypotheses for future empirical validation. If empirically confirmed, these propositions will significantly advance our understanding of how leadership directly impacts innovation within SMEs in a developing country context. Furthermore, the proposed managerial implications offer practical guidance for SME owners seeking to enhance innovation. Overall, this abstract presents a well-conceived and strategically important research endeavor, laying a strong conceptual foundation for future empirical work that holds substantial promise for both academic theory and practical application.

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