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1
Singer, Ming S. "Transformational vs Transactional Leadership: A Study of New Zealand Company Managers." Psychological Reports 57, no. 1 (August 1985): 143–46. http://dx.doi.org/10.2466/pr0.1985.57.1.143.
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38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.
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Williams, Rodney. "BECOMING THE LEADER THE COMPANY NEEDS." Leader to Leader 2018, no. 88 (March 2018): 56–60. http://dx.doi.org/10.1002/ltl.20359.
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Жданкин, Николай, and Николай Жданкин. "EFFECTIVE ASSESSMENT OF THE TOP MANAGER AND LEADER IN THE COMPANY." Management of the Personnel and Intellectual Resources in Russia 6, no. 5 (November 21, 2017): 57–62. http://dx.doi.org/10.12737/article_5a041637eb0cf5.29172757.
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In the article approaches to assessment of the top manager and the leader in the organization are considered. Evaluation criteria are developed and assessment of heads and leaders in the real companies is made that has allowed to draw the generalizing conclusions. It is shown that the main problems of heads and leaders are in lack of the eff ective development strategy of the company, weak motivation of personnel, uncomfortable psychological climate in collective.
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Lašáková, Anna, Ľubica Bajzíková, and Ivana Blahunková. "VALUES ORIENTED LEADERSHIP – CONCEPTUALIZATION AND PRELIMINARY RESULTS IN SLOVAKIA." Business: Theory and Practice 20 (May 15, 2019): 259–69. http://dx.doi.org/10.3846/btp.2019.25.
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The paper builds on the current trend in scholarly literature that reflects leadership from an ethical perspective. It introduces a new conceptualization of the values oriented leadership (VOL) and based on results of a pilot study, it informs on the level of VOL in the Slovak business environment and on systematic differences in VOL related to multiple individual and organizational factors. Contrary to the literature, results show that the VOL does not differ substantially between female and male leaders. Furthermore, this study adds to the current leadership ethics research also in that it includes two rarely investigated factors – the “length of leader-follower cooperation” and the “frequency of leader-follower interaction”. Both show an effect on the perceived VOL level; the theorized positive correlation with the frequency of leader-follower interaction is confirmed, nevertheless, somewhat surprisingly, results imply that the length of leader-follower cooperation affects negatively leader’s perceived ethicality at work. This study proves also differences in VOL based on regional company location and company size, with leaders in small companies rated significantly lower in VOL than leaders in large companies. The difference in VOL between leaders in Slovak-owned and foreign-owned companies is not established. Yet, compared to the private sector, this study confirms significantly lower VOL in the state-owned companies.
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Abdillah, Muhammad Rasyid. "Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange." Jurnal Manajemen 25, no. 1 (February 21, 2021): 76. http://dx.doi.org/10.24912/jm.v25i1.704.
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A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.
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Wang, Zhou, Lei Shi, and Liyin Wang. "Does leader mindfulness influence voice behavior? Leader–member exchange as a mediator." Social Behavior and Personality: an international journal 49, no. 8 (August 4, 2021): 1–8. http://dx.doi.org/10.2224/sbp.10716.
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In this study we identified leader mindfulness as a characteristic relevant to facilitating employee voice behavior, and examined leader–member exchange (LMX) as a mediator of this relationship. Via a field study of supervisor–subordinate dyads (197 subordinates and 62 supervisors) in a large retailing company in East China, we revealed a partial mediation model in which leader mindfulness was positively related to employee voice behavior both directly and indirectly through LMX. Our findings suggest that attention should be paid to mindfulness in organizations, and leaders should aim to develop highquality LMX relationships with their subordinates.
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Al Mazrouei, Hanan, and Richard J. Pech. "The expatriate as company leader in the UAE: cultural adaptation." Journal of Business Strategy 36, no. 1 (January 19, 2015): 33–40. http://dx.doi.org/10.1108/jbs-08-2013-0067.
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Purpose – The purpose of this article is to explore the impact of organizational culture, adaptation, political environment and leadership for expatriate managers working in the United Arab Emirates (UAE). Expatriate leaders on overseas assignment often attempt to transfer their home organization culture to their new location. The subsequent cultural clash can have a destructive impact on both the leader and the organization. Design/methodology/approach – Expatriate leaders’ experiences in the UAE were collected through interviews, with a specific focus on cultural adaptation and most effective leadership styles for implementing strategic organizational change. Findings – Our research revealed that a consultative style was found to be most effective by expatriate leaders in the UAE. Communication with local staff, team building, motivating staff and involving staff in decision-making were highly effective approaches in assisting expatriate leaders to succeed within their organizational cultures. Several strategies have been identified based on the experiences of the expatriate leaders interviewed in our study. Practical implications – The findings offer practical advice for organizational leaders anticipating an assignment in the UAE and human resource management practitioners preparing expatriate leaders for their duties there. The authors also provide suggestions for expatriate leaders to enhance their adjustment to the organizational and political culture. Originality/value – Numerous studies have been done on organizational cultural adaptation; however, comparatively little research has been offered on practical organizational adaptation and leadership specific to the UAE.
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Khomenko, Ya V. "Improving the performance of corporate leaders: Theoretical and practical consideration." Finance and Credit 26, no. 11 (November 27, 2020): 2617–32. http://dx.doi.org/10.24891/fc.26.11.2617.
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Subject. The article evaluates the performance of corporate leaders in today's economy. Objectives. I unfold principles for evaluating the performance of a business leader, and review the substance of corporate governance and distinctions in managerial approaches that exist in a transportation company. Methods. The study relies upon the process-based and systems approaches, economic and mathematical methods, statistical methods for data processing and comparative analysis. Results. I analyzed types of corporate governance and notes that the entity should primarily ensure a growth in the productivity and financial result (profit). Therefore, as for the substance of corporate leader's performance, it seems to ensure the relationship of all management elements. Hence, I review a closed chain of the business leader's governance ensuring the working process and comprising five phases. The article outlines an algorithm for evaluating the performance of managers, illustrating the case of a transportation company. Based on available theoretical data, I determine that the microanalysis seems to be an option to improve the performance of corporate leaders, since it detects challenges at the initial phase, examines the management process and finds methods to eliminate any issues. I analyze how the organizational culture is examined, and conclude that the organizational culture in the transportation company is developing, thus ensuring the effective performance of the company. Conclusions. The substance of management translates into its functions and tasks shaping the specifics of the working process. A corporate leader deals with a big deal of functions, managing the staff, establishing the cooperation between corporate departments, collecting and processing the information for tasks they have to handle. The microanalysis and the implementation of the corporate governance mainly serve for raising the performance of corporate leaders. The findings can prove useful to various entities.
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Eddy Madiono Sutanto and Vilensya Aveline. "Women Leadership and Its Association to Individual Characteristics, Social Support, and Diversity of Work Environment." International Journal of Business and Society 22, no. 2 (August 12, 2021): 807–17. http://dx.doi.org/10.33736/ijbs.3760.2021.
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This research was conducted to see the association of women leadership and individual characteristic, social support, and the diversity of working environment on women leaders. It was conducted on one of the largest textiles listed company in Indonesia with a market capitalization of more than six trillion Rupiah. This type of research is quantitative associative explanation. Purposive sampling method was used to obtain a popu-lation that fits in the criteria of a leader who have position as supervisor above to be the respondents. 100 female leaders who have been working more than a year in the company were qualified as respon-dents. Questionnaires were used with closed and opened questions. In order to analyzed the association between variables, the data was analyzed by Chi-Square analysis using SPSS. The respondents were 100 women leaders of a listed textile manufacturing company in Indonesia. The result showed that women leaders, who had high leadership capabilities due to the individual characteristic fit as a leader. They received social supports, especially from their spouses. Moreover, high diversity of working environment helped their networking. There were two kinds of individual characteristic (age and marital status) had no associative with women leadership.
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Lin, Mei-Mei. "What is the Affect by Leader Emotion in an Organization? Exploring the Effects of Leader Emotion on Leader Role and Employee Impression." International Journal of Business and Management 12, no. 1 (December 28, 2016): 239. http://dx.doi.org/10.5539/ijbm.v12n1p239.
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Because communication media is existence that leads to public figures change public affairs get easier via their speech statement or article. Above lures makes this work considers character of the leader would significant influence to whole enterprise operation. Therefore this work supposes leader emotion maybe positive emotion or negative emotion would affect the relationship between leader role and employee impression. According to the result of statistical analysis reveals emotion that involve with positive emotion and negative emotion of leader is moderator to influence the relationship between leader role and employee impression. If a company would like to create a designate employee impression style could be focus on leader character also employee impression built upon the leader emotion. Thus this work explains rank- and-file employees impression created will be different in positive leader emotion or negative leader emotion. Emotion of leader would deep and far affect a company through employees indirectly.
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Suhanda, Suhanda. "SISTEM PENDUKUNG KEPUTUSAN DALAM KONSULTASI MEMBER UNTUK PENCAPAIAN MENJADI LEADER PADA SUATU PERUSAHAAN SWASTA NASIONAL." ENSAINS JOURNAL 2, no. 2 (May 14, 2019): 104. http://dx.doi.org/10.31848/ensains.v2i2.237.
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Abstract: This journal describes the Development of a Consultation Member to achieve becoming a Leader in a National Private Company, which is a Case Study that needs to be addressed. Available Websites can be used for all members and leaders to update every day all activities, products, network development, and company activities as well as member bonus payments. The shortcomings of the system owned by the company is that there is no facility in making decisions for members to become a leader at PT. Melia Sejahtera which is a private company. This facility is needed, because many members do not understand and do not understand how to make decisions in running their business at PT. Melia Sehat Sejahtera. So from the description above in this Journal, there needs to be an explanation to be used as a rest and explanation For the person invol vedinit.To support the members in improving their achievements,become a leader (leader), it is necessary to have a support facility for decision on the website, namely in the form of a decision support system (SPK). SPK is a method that can be done for decision making in assessing, choosing and making a decision for a decision making Decision Support System or Decision Support System (SPK), generally defined as a system that is able to provide both the ability of problem solving ability and communication ability to semi-structured problem. Specifically. SPK is defined as a system that supports the work of a manager in solving semi-structured problems by providing information or proposal stoward scertain decisions.For the alternative to get the maximum decision alternatives, the members will choose the conditions according to the actual situation, so they will get an alternative decision for the members to reach and become leaders. Besides that it can spur work morale that is supported by the ability, and a satisfying work position for the Employees, soas to achieve the optimal target. Keywords: Decision Support Systems (SPK), Problems, Members, Leaders. Abstrak: Jurnal ini menjelaskan tentang Pengembangan Konsultasi Member untuk mencapai menjadi Leader di Perusahaan Swasta Nasional, yang merupakan Studi Kasus yang perlu ditangani. WebSite yang sudah tersedia dapat dipergunakan bagi seluruh member dan leader-nya dalam meng-update setiap hari seluruh aktivitas, produk, pengembangan jaringan, dan kegiatan-kegiatan perusahaan serta pembayaran bonus member. Adapun kekurangan dari Sistem yang dipakai oleh perusahaan adalah belum adanya fasilitas dalam pengambilan keputusan untuk member menjadi seorang leader di PT. Melia Sejahtera yang merupakan suatu Perusahaan swasta. Fasilitas ini diperlukan, karena banyak member yang kurang mengerti serta kurang paham bagaimana mengambil keputusan dalam menjalankan bisnisnya pada PT.Melia Sejahtera tersebut. Maka dari uraian diatas dalam Jurnal ini perlu adanya penjelasan untuk dijadikan sandaran dan penjelasan bagi orang yang terlibat si dalamnya. Untuk menunjang member dalam meningkatkan prestasinya, sehingga bisa menjadi seorang leader (pemimpin), maka diperlukanlah sebuah fasilitas pendukung kuputusan dalam website, yaitu berupa sistem pendukung keputusan (SPK). SPK merupakan metode yang bisa dilakukan untuk menentukan keputusan saat menilai, memilih dan menjadikan sebuah keputusan untuk sebuah pengambilan Sistem Pendukung Keputusan (SPK), secara umum didefinisikan sebagai sebuah sistem yang mampu memberikan kemampuan baik kemampuan pemecahan masalah maupun kemampuan pengkomunikasian untuk masalah semi-terstruktur. Secara khusus, SPK didefinisikan sebagai sebuah sistem yang mendukung kerja seorang manajer maupun sekelompok manajer. Untuk memperoleh alternatif keputusan dengan maksimal, maka diusahakan bagi member memilih keadaan sesuai dengan keadaan yang sebenarnya, maka akan memperoleh alternatif keputusan untuk member dalam mencapai dan menjadi leader. Disamping itu dapat memacu semangat kerja yang didukung dengan kemampuan, dan posisi kerja yang memuaskan bagi Karyawan, sehingga dapat mencapai target optimal. Kata kunci : Decision Support System (DSS), Masalah, Member, Leader.
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Harahap, Rizka Nurhasti Agusta, and Sholihati Amalia. "PENGARUH LEADER MEMBER EXCHANGE TERHADAP KEPUASAN KERJA KARYAWAN." Jurnal Riset Bisnis dan Investasi 2, no. 2 (October 10, 2016): 47. http://dx.doi.org/10.35697/jrbi.v2i2.73.
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Leaders have a responsibility to manage human resources. Thus it is necessary a good relationship between the leader and the employee support the achievement of organizational goals. But in fact, indirectly leaders give higher trust to some employee only and does not do justice to any of his employees. Therefore, the employees may feel dissatisfied with their jobs because they feel unappreciated or unnoticed. It became one of the reasons the employees resign. On 2015 the number of employees who resigned from PT Sandy Globalindo is big enough. It is certainly become a problem for the company and could adversely affect the sustainability of the company. This research aims to determine the influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. Analysis of the data that used is descriptive analysis, classic assumption test, regression test, correlation and hypothesis test. The sample in this research as many as 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results, obtained equation Y = 3.681 + 0.382 0,759X with R square which indicates that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.
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Means, Richard K. "A Leader in Health Education: Metropolitan Life Insurance Company." Health Education 16, no. 2 (May 1985): 44–46. http://dx.doi.org/10.1080/00970050.1985.10615838.
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Thoumrungroje, Amonrat, and Olimpia C. Racela. "Thai Beverage Public Company Limited: Thailand leader, global challenger." Emerald Emerging Markets Case Studies 3, no. 2 (May 24, 2013): 1–20. http://dx.doi.org/10.1108/eemcs-03-2013-0020.
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Subject area Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry. Study level/applicability The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses. Case overview Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines. Expected learning outcomes Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Beck, Joshua T., Ryan Rahinel, and Alexander Bleier. "Company Worth Keeping: Personal Control and Preferences for Brand Leaders." Journal of Consumer Research 46, no. 5 (August 28, 2019): 871–86. http://dx.doi.org/10.1093/jcr/ucz040.
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Abstract Brand leaders possess tremendous agency, with the ability to shape a sweeping variety of outcomes. Does this fact confer psychological value to consumers? We posit that external conditions that undermine feelings of personal control cause consumers to affiliate more with brand leaders. This occurs because affiliating with such high-agency brands gives consumers a sense of personal agency and thereby restores feelings of control. An initial study using archival data from nearly 18,000 consumers reporting on over 1,200 brands documents real-world effects that are consistent with these propositions. Four follow-up experiments demonstrate the effect of low control on brand leader (vs. nonleader) purchase intentions using direct manipulations in controlled settings, capture the underlying process, and rule out alternative explanations. This research thus reveals that the psychology of personal control underlies a process that benefits brand leaders.
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BIN FAUZAN, MUHAMAD FIKRI. "A STUDY ON EFFECT OF LEADERSHIP STYLES ON EMPLOYEES PERFORMANCE IN LOCAL COURIER COMPANY: THE CASE OF “POS LAJU†IN Malaysia." Journal of Public Value and Administration Insights 1, no. 1 (November 13, 2018): 14–20. http://dx.doi.org/10.31580/jpvai.v1i1.138.
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Leadership ability have a great impact in organization where it need an effective approach in managing the employee. In courier service company, the excellent of a company is based on the act of a leader where the interactions between employers and employees will determine the direction whether the company will achieve the organization goal or otherwise. This study presents a capable visionary leader influence on employee’s performance where the analysis for the employee’s performance was conducted to measure the affection on visionary styles. To perform this task Statistical Package for Social Science (SPSS) programs was used to make the analysis.to get the relationship between the visionary leader and employees performance. The result indicates that visionary styles have a positive relationship on employees performance. The analysis finding shows that the job satisfaction, employee engagement and employee attitude have a positive relationship with the visionary leader but only two variable in employee performance is accepted. From the point, we will find that this company have a capable leadership style that can influence employees in Pos Laju Company. The courier services company Pos Laju higher management should use this visionary leadership ability that could influence on their employees to ensure a better affection toward employees performance.
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Pratama, Adi, Martina Dwi Mustika, and Bertina Sjabadhyni. "Coaching as intervention to increase leaders’ contingent reward behavior." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 150–61. http://dx.doi.org/10.1108/jwl-07-2017-0061.
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Purpose This study focuses on the relationship between contingent reward behavior and subordinate employees’ performance in the fast-moving consumer goods (FMCG) sector. Design/methodology/approach The instruments used in this study were the leader–member exchange questionnaire and the contingent reward behavior questionnaire, which was completed by salespeople. Findings The results of the study (which assessed 37 respondents) indicate a meaningful relationship between contingent reward behavior and leader–member exchange. Based on these results, researchers focused on one division in the sales department that has a low leader–member exchange by providing intervention in the form of leadership coaching. The sigficant results between pre- and post-test differences, using Wilcoxon signed-rank test, indicate that the coaching intervention improved contingent reward behavior and increased leader–member exchange. Research limitations/implications The main limitation of this study was that it involved only 44 salespeople from one company. Therefore, the results may not be generalizable. Practical implications Coaching could be an effective approach to improve leaders’ contingent reward behavior. Originality/value This study provides more evidence that coaching can help leaders improving their behavior, particularly in relation to leader–member exchange.
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Tan, Donny Sutanto, and Eko Harry Susanto. "Pengaruh LMX dan Teamwork terhadap Kinerja Karyawan di PT XYZ." Jurnal Manajemen Bisnis dan Kewirausahaan 1, no. 1 (August 2, 2019): 17. http://dx.doi.org/10.24912/jmbk.v1i1.4735.
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Organization consists of many or several people. A leader is required to direct, instruct, be a place to ask questions and be examples for subordinates. Leader is an essential-elements in organization. According to LMX theory, a leader shows more inclusive and communicative attitude toward certain members only. The LMX theory emphasizes on the quality of relationships between leaders and members in organization. Organization has variety of processes that require the parties to work together to achieve goals. The company assigns working teams for higher effectiveness can be achieved by teamwork. Teamwork can improve employee performance and has a positive influence in all dimensions of employee performance. This research observes the employees−superiors interaction level, teamwork level and performance based on LMX−teamwork variables. Using quantitative method and likert scale questionnaire unto 82 samples of 103 populations. Result shows that: [1] LMX concepts was applied in the company; [2] the lack of teamwork within the company; [3] The ability of LMX and Teamwork to affect performance is 53.1%; [4] LMX’s coefficient value of 0.730 indicates a positive relationship between LMX and performance. Teamwork’s coefficient value of -0.004 indicates a negative relationship toward Performance. [5] LMX has significant effect for performance; Teamwork has no effect on performance; LMX and Teamwork altogether give a significant influence on Performance.
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Zaytsev, V. D. "PERSONAL BRAND OF THE LEADER AND ITS IMPACT ON THE COMPANY’S ACTIVITIES." Scientific Review: Theory and Practice 10, no. 6 (June 30, 2020): 1016–24. http://dx.doi.org/10.35679/2226-0226-2020-10-6-1016-1024.
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In the current market conditions, there is intense competition among companies operating in the same industry. One of the newest and most effective ways to promote companies in the market is to develop a personal brand of the leader. The personal brand of the head of the company leaves an imprint on the company. The personal brand of the head is correlated with the name of the company; there are many examples of this: Steve Jobs, Bill Gates, Elon Musk, Oleg Tinkov, Andrey Kurpatov and many others. A well-created personal brand is considered an excellent tool in promoting a product, attracting a target audience and resources for the company, and also for increasing the company’s competitiveness. A personal brand allows one to demonstrate not only individual advantages of the person as a company leader, but also the strengths of the company. With the help of a personal brand, the company can be distinguished from competitors; besides, the brand can help to increase the cost of goods and services, as well as the company as a whole. Personal brand is one of the most influential aspects on the «life» of a company in the modern world; sometimes it allows solving company problems and plays a decisive role in the development of a company. Currently, the topic of “personal brand” remains largely unexplored. Many researchers have attempted to create a methodology for forming a personal brand, for example, there are many different strategies for forming it. In connection with the above, it is relevant to systematize information on this topic. The article analyzes the definitions “brand” and “personal brand”, studies the influence of the personal brand of the head on the company’s activities. The concepts of building and approaches to the development of a personal brand, as well as strategies for its promotion are considered.
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Taylor, Teresa Z., Joseph Psotka, and Peter Legree. "Relationships among applications of tacit knowledge and transformational/transactional leader styles." Leadership & Organization Development Journal 36, no. 2 (April 7, 2015): 120–36. http://dx.doi.org/10.1108/lodj-01-2013-0008.
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Purpose – The purpose of this paper is to examine intercorrelational relations among the self-report behavioral construct Multifactor Leadership Questionnaire (MLQ) 5X transformational and transactional subscales and the Tacit Knowledge for Military Leaders Inventory (TKML) leader-level specific situational judgment test scenarios. Design/methodology/approach – In total, two leadership measures, the behavioral construct MLQ and the cognitive construct TKML assess different aspects of how a leader functions and were administered to 125 active US Army officers representing three leader levels: platoon, company, and battalion. The authors examine the intercorrelational relationship between these two measures. Findings – Results show a correlational pattern that contours the evolution of a leader’s skills (from novice platoon leader to expert battalion leader), with the strongest correlation at the higher leader levels. Research limitations/implications – The decision to restrict the number of TKML scenarios provided to respondents and to administer the MLQ and TKML to the same sample is considered a limitation. Practical implications – Pairing the MLQ and TKML makes use of self-reported leader behaviors with maximal assessment scales that directly assess respondents’ understanding of what the best approaches to good leadership are. Social implications – Response patterns from both measures permits direct counseling on the misconceptions about leadership to create better leaders. Originality/value – No previous research has examined correlative relations among the scales/subscales of the MLQ and TKML.
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Vacar, Anca. "Leaders – A Determinant Role." Studies in Business and Economics 11, no. 2 (August 1, 2016): 165–73. http://dx.doi.org/10.1515/sbe-2016-0030.
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Abstract No matter of the business sector the company plays in, today leadership is essential in order to be successful, because when we speak about leadership we think about the power that is the result of the connection between a leader and his followers. Today it is important to have good managers that organize and conduct the company in order to achieve the objectives, but it is more important that the managers to be good leaders that have the power to influence other in participating for achieving companies goals.
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Haber, Lesław H. "Mobile Network Leader: A New Role of the Leader in Corporate Management." Management 19, no. 2 (December 1, 2015): 67–83. http://dx.doi.org/10.1515/manment-2015-0014.
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Abstract The purpose of this paper was to present the management system evolution, from functional to process to network management. The network management system requires new organizational solutions associated with the fulfilment of external functions in management, directed at the acquisition of stakeholders from the environment who are treated as relational capital. That also requires new skills and competences in searching for relational capital. Possession of that type of capital indicates the importance of a company on a competitive market. The author pointed out the significance of the mobile network leaders’ personal traits, from the viewpoint of their causative power in searching for relational capital. It was pointed out that not every mobile network leader may possess specific personal capabilities to attain relevant objectives.
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Roopak, Kumar, Sushanta Kumar Mishra, and Ekta Sikarwar. "Linking leader–follower proactive personality congruence to creativity." Personnel Review 48, no. 2 (March 4, 2019): 454–70. http://dx.doi.org/10.1108/pr-11-2017-0332.
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Purpose Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the proactive personality of a leader and his/her follower is facilitative/inhibitive of creativity of the follower. Design/methodology/approach Data were collected in two waves from 355 followers and 36 corresponding leaders working in a large manufacturing company in India. Hypotheses were tested using polynomial regression analysis and response surface method. Findings The results indicate that leader–follower congruence in proactive personality is more likely to encourage followers’ creativity. Moreover, leader–follower congruence at higher levels of proactive personality showed higher levels of followers’ creativity than when dyads are congruent at lower levels. Practical implications Findings suggest that human resource management in organizations should consider matching leaders’ proactive personality with that of followers’ to foster employee creativity. This is critical from the perspective of recruitment and dyad formulation for jobs that demand creativity. Originality/value Research examining why and how congruence in personal characteristics between a leader and his/her follower foster followers’ creativity is at best scant. The study is a novel attempt to examine the effect of congruence in leader–follower proactive personalities on workplace creativity of the follower.
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Gross, R. M., and C. I. Kao. "The Dow Chemical Company—A Leader in Advanced Materials Technology." Advanced Materials 12, no. 23 (December 2000): 1717–23. http://dx.doi.org/10.1002/1521-4095(200012)12:23<1717::aid-adma1717>3.0.co;2-r.
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Kristianti, Phoebe, and Riris Loisa. "Analisis Budaya Organisasi dan Gaya Kepemimpinan dalam Komunitas Wadah Pemimpin." Koneksi 5, no. 1 (March 4, 2021): 106. http://dx.doi.org/10.24912/kn.v5i1.10187.
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In the continuity of a company, there is a pattern of behavior that is carried out continuously by its members. Then formed a culture that is characteristic of the company. Each leader also has his own leadership style in operating the company. With a good organizational culture and leadership style, it can form a comfortable work environment and can support the success of the company. The formulation of the problem that will be examined is how is the organizational culture and leadership style in the Leader Forum Community? The method used in this research is a qualitative ethnographic approach, studied with organizational communication theory, organizational culture, and leadership style. The purpose of this research is to describe and find out the organizational culture and leadership style in the Community of Leaders Forum. The object to be studied is the organizational culture and leadership styles used in the Leader Community Forum. Based on the results of research related to organizational culture and leadership styles in the Community of Wadah Leaders, it can be concluded that the value of Family Impact Teamwork continues to be emphasized to members as a reference for acting in the community. And leaders apply a combination of charismatic, transactional, transformational, and visionary leadership styles in Komunitas Wadah Pemimpin.Dalam keberlangsungan suatu perusahaan terdapat pola perilaku yang dilakukan secara terus menerus oleh anggotanya. Kemudian terbentuk sebuah budaya yang menjadi ciri khas dalam perusahaan tersebut. Setiap pemimpin juga memiliki gaya kepemimpinan tersendiri dalam mengoperasikan perusahaan. Dengan adanya budaya organisasi dan gaya kepemimpinan yang baik dapat membentuk lingkungan kerja yang nyaman serta dapat medukung keberhasilan perusahaan. Rumusan masalah yang ditelaah dalam penelitian ini adalah bagaimana budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin? Metode yang digunakan dalam penelitian ini adalah metode etnografi dengan pendekatan kualitatif. Penelitian ini dikaji dengan teori komunikasi organisasi, budaya organisasi, serta gaya kepemimpinan. Tujuan dari penelitian ini yaitu untuk menggambarkan dan mengetahui budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin. Objek yang diteliti adalah budaya organisasi serta gaya kepemimpinan yang digunakan dalam Komunitas Wadah Pemimpin. Penelitian ini menyimpulkan bahwa nilai Family Impact Teamwork terus ditekankan kepada anggota sebagai acuan untuk bertindak dalam komunitas. Pemimpin menerapkan kombinasi dari gaya kepemimpinan kharismatik, transaksional, transformasional, dan visioner dalam Komunitas Wadah Pemimpin.
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Agustina, Merry. "PENENTUAN TEAM LEADER, SUPERVISOR DAN FACILITY SERVICES PADA PERUSAHAAN JASA BERDASARKAN METODE SIMPLE MULTI ATTRIBUTE RATING TECHNIQUE (SMART)." Jurnal Ilmiah Matrik 21, no. 1 (July 27, 2019): 64–75. http://dx.doi.org/10.33557/jurnalmatrik.v21i1.519.
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Competition in the increasingly competitive business world spur companies to strive harder to improve the quality of their company. This research discusses the determination of Team Leader in a service company that provides integrated services that stood since the year 1996 with 9 branch offices up to now one of them in the city of Palembang. The services provided by the company are Integreted Facility Servises, Cleaning Services, Security Services, Property Services, Catering Services, Support Services, and Parking Services. In the determination of Team Leader, Supervisor and Facility Services there are 6 scoring criteria, namely Leadership, Communication Skills, Operational Forms, Operational Duties, Human Resources Aspects, and Motivational Session and Team Building. This research implemented SMART method in the process of determining Team Leader, Supervisor and Facility Services by using 12 employees proposed in February 2019, with the end of employees named Hartono elected as Team Leader With a value of 0.797. Employees named Jacop with a final value of 0.904 elected as Supervisor and employee named Dimas with final value 0, 789.
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Izzyka, Tatjana, and M. Pashigorev. "Modern Approaches to Sustainable Development Reports of Industrial Companies." Auditor 7, no. 3 (April 8, 2021): 31–39. http://dx.doi.org/10.12737/1998-0701-2021-7-3-31-39.
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The article discusses modern approaches to reports on the sustainable development of industrial enterprises. The components of the sustainable development reports are presented in the article on the example of the reports of Rosneft , a socially responsible company that consistently implements its policy aimed at the integrated socio-economic development of the company’s activities. As a leader in the oil and gas industry, the company remains committed to the 17 UN Sustainable Development Goals and the core principles of the UN Global Compact.
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Soeprapto, Dedy Dewanto. "The characteristic of Leader-member Exchange (LMX) relationship between leader and follower." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 6 (October 26, 2020): 77–90. http://dx.doi.org/10.20525/ijrbs.v9i6.898.
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The objective of this research is to understand the characteristic of the LMX relationship between leader and follower in the construction industry (in the context of a project-based organization) with followers as the provider of ideas and knowledge. This research is conducted in a construction state-own enterprise (SOE) in Indonesia, selected due to tight competition and the consequential need for innovation within short timescales. This study involves all 121 projects that existed at the time of data collection, and the unit of analysis is a dyadic relationship between general managers (as leader) and project managers (as a follower). Of these dyads, only 118 dyads can be analyzed (97.52 percent participation rate) and the analysis method used in this study is descriptive statistical analysis. The findings indicate the presence of statistic similarity between leaders and followers in case: the man’s gender 98,3%, regional origin match 42,4%, similarity level of education 39,8%, the similarity of ownership of construction certification 71,2%, the duration of the current working relationship with the leader for 13 to 24 months (49,2%), the duration of knowing current leader in the company for above 5 years (60%). Therefore, the demographic similarity is an important characteristic of high-quality LMX.
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Zarim, Dr Zainal, and Hafizah Zaki. "KEY SUCCESS FACTORS FOR MALAYSIAN SMES COMPANIES’ ENTREPRENEURIAL LEADER." International Journal of Engineering Technologies and Management Research 2, no. 1 (January 29, 2020): 42–50. http://dx.doi.org/10.29121/ijetmr.v2.i1.2015.29.
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The SMEs Industry in Malaysia has expanded to almost every sector including manufacturing, services, agriculture, tourism, mining and quarry. Understanding the importance of retaining and expanding more entrepreneurs, this study had investigated success factors of entrepreneurial leaders at SME companies in Malaysia. The objective of this study is to analyze the success factors of entrepreneurs in the Malaysian SMEs. Data has been collected from top 50 SME award winning companies. The study has used the qualitativeapproach,, where interviews are dispersed on these selected companies. We administered some questions based on key characteristics of an entrepreneur, as well some structured questions to determine a successful of a company. The result shows that, entrepreneurs are confident, determine, diligent, flexible, responsive to challenges, responsible, foresight, courageous, aggressive, and committed. Consistent to this, several elements that makes the company successful includes (1) strong financial control, (2) continuous improvement, (3) product quality and product safety as top priority, (4) hard work and team work, and (5) eagerness in taking challenges. These results has deemed that entrepreneurs in many aspects are also leaders that are risk averse and determine, and are eager to work on continuous improvement in a financially strong company.
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Islamiah, Farida, and Ahmad Baihaqi. "Karakteristik Kepemimpinan di PT. Priyant Anugerah Mining Kabupaten Paser." JUSIE (Jurnal Sosial dan Ilmu Ekonomi) 1, no. 02 (April 15, 2017): 149–57. http://dx.doi.org/10.36665/jusie.v1i02.144.
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Leadership is influence the activities of people to want to work together to achieve goals. The character of a very influential leader to achieve organizational goals. The character of a leader is the ability of management, need for achievement, intelligence, assertiveness, confidence and initiative. This study aims to determine the dominant character of the PT leadership. Priyant Anugerah Mining Paser. The samples used were 82 employees. Data were analyzed using Confirmatory Factor Analysis (CFA). Based on the results of the analysis, it was concluded that the most dominant character of the leader is able to carry out management functions by 85.93% and less dominant leader's character that led initiative in providing solutions to the problems that occur in the company amounted to 29.48%.
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Wirakanda, Gugum Gumilang, Dematria Pringgabayu, and Suci Fika Widyana. "ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)." Jurnal Manajemen Dayasaing 21, no. 1 (August 23, 2019): 12–23. http://dx.doi.org/10.23917/dayasaing.v21i1.8086.
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PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type.
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Pringgabayu, Dematria, Gugum Gumilang Wirakanda, and Suci Fika Widyana. "ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)." Fokus Ekonomi : Jurnal Ilmiah Ekonomi 14, no. 2 (December 8, 2019): 355–75. http://dx.doi.org/10.34152/fe.14.2.355-375.
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PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type
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Souza, Ariana Marchezi de, Bruno Felix von Borell de Araujo, Allana Matos de Andrade, and Alexandre Dos Santos Cerqueira. "Humor no trabalho: um estudo sobre a relação entre estilos de humor, satisfação com a chefia e desempenho individual no trabalho." Revista de Administração da UFSM 12, no. 4 (November 27, 2019): 803. http://dx.doi.org/10.5902/1983465919382.
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This research investigated the relation among the humor styles, the employees satisfaction with their leader, and job performance of employees, through a quantitative study. In order to measure the constructs, two questionnaires, validated in previous studies, were used: The Humor Styles Questionnaire from Martin et al. (2003) and the Job Satisfaction Scale from Siqueira (1995). The score for individual performance was obtained from an instrument of assessment called “assessment 360º” used by the company studied. 234 valid answers were obtained and the relation among the variables was studied through the Structural Equation Modeling Method, with PLS estimation (Partial Least Squares – Path Modeling). Were identified significant positive relations among the positive styles of humor (affiliative and self-enhancing) and the employees satisfaction with their leader, and between satisfaction with their leader and job performance. On the other side, significant negative relations were verified among negative styles (aggressive and self-defeating) and employees satisfaction with their leader, been an aggressive humor responsible for 16,81% of dissatisfaction with their leader. This results suggest that organizations may benefit from the selection of leaders with the proper humor styles to reach specific behavior and organizational results.
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Mance, Davor, Nenad Vretenar, and Antonija Gudelj. "Mergers and Acquisitions as a Consequence of Declining Innovation Productivity in Pharmaceuticals: Evidence from Croatia." Mednarodno inovativno poslovanje = Journal of Innovative Business and Management 12, no. 1 (June 30, 2020): 1–8. http://dx.doi.org/10.32015/jibm/2020-12-1-1.
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Declining productivity of pharmaceutical innovation resulted in an increased number of mergers & acquisitions in the pharmaceutical industry. Increased investments into research & development lack the resulting increases in patentable new substances. As a result, the once market leaders are not buying their followers, but the generics producers are buying unsuccessful innovators. We show the case of Pliva: once regional pharma leader that declined into a generics producer's subsidiary. The Pliva sought new ideas by acquiring several research centres. After these acquisitions produced no visible results, the company itself was a target, first by another unsuccessful R&D based company and lastly, by a successful generics producer.
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Harding, Nancy. "Reading leadership through Hegel’s master/slave dialectic: Towards a theory of the powerlessness of the powerful." Leadership 10, no. 4 (July 28, 2014): 391–411. http://dx.doi.org/10.1177/1742715014545143.
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This paper develops a theory of the subjectivity of the leader through the philosophical lens of Hegel’s master/slave dialectic and its recent interpretation by the philosopher Judith Butler. This is used to analyse the working life history of a man who rose from poverty to a leadership position in a large company and eventually to running his own successful business. Hegel’s dialectic is foundational to much Western thought, but in this paper, I rashly update it by inserting a leader in between the master, whose approval the leader needs if s/he is to sustain self-hood, and the follower, who becomes a tool that the leader uses when trying to gain that elusive approval. The analysis follows the structure of Butler’s reading of the Dialectic and develops understanding of the norms that govern how leaders should act and the persons they should be. Hard work has become for leaders an ethical endeavour, but they grieve the sacrifice of leisure. They enjoy a frisson of erotic pleasure at their power over others but feel guilt as a result. They must prove their leadership skills by ensuring their followers are perfect employees but at the same time must prove their followers are poor workers who need their continued leadership. This leads to the conclusion that the leader is someone who is both powerful and powerless. This analysis is intended not to demonize leaders, but to show the harm that follows the emphasis on leadership as a desirable and necessary organizational function.
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Manurung, Nuriadi. "SISTEM PENDUKUNG KEPUTUSAN PEMBERIAN BONUS KARYAWAN MENGGUNAKAN METODE AHP." JURNAL TEKNOLOGI INFORMASI 1, no. 1 (June 1, 2017): 48. http://dx.doi.org/10.36294/jurti.v1i1.42.
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Abstract - In each company, agency, organization or business entity will provide salary as compensation for the work of an employee, in addition to providing basic salary to employees, each agency often provides salary bonuses in addition to basic salary to spur the performance and work productivity of its employees. As for the way used is to do the selection of employees according to the criteria by the leader, the salary bonus is given together with the salary each month. Criteria for determining employees who have priority to get salary bonuses include responsibility, work attitude, and honesty. Besides still using a conventional system, the closeness of the leader and employees often results in decisions that are different from the right thing. This causes the results of the decision to be inappropriate. The problem in this research is how to build a support system the decision to use the AHP method to help company leaders in determining employees who are entitled to receive bonuses. Keywords - Employee Bonuses, AHP, Decision Supporters.
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Sundjaja, Arta Moro, and Veronica Veronica. "The Impact of the Implementation of Business Intelligent to Support Decision-Making in the American Banking Industry: A Literature Review." ComTech: Computer, Mathematics and Engineering Applications 7, no. 4 (December 31, 2016): 267. http://dx.doi.org/10.21512/comtech.v7i4.2530.
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In facing globalization era, companies need to have innovation to survive in business competition. A change is needed to make a successful inovation, when a company needs a leader who has a strong managerial ability. The application of technology, in this case is business intelligence (BI), is an innovation that can becarried out by the management leader to survive in the complex world competition by finding appropriate decisions to solve business problems. This article was a literature review that concerned to exploration of the role of leadership and managerial ability in the application of BI on First American Company (FAC). The authors retrieved articles from google scholar with keywords, such as: leadership, managerial ability, and business. The implementation of BI on FAC proves to be a successful innovation formulated by the managementwho manage to change the company's financial situation that loss into a profit and managed to become the market leaders. In addition, this article also presented some cases of successful BI implementation which helped resolving credit problems and segmentation
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Junita, Imelda. "Transformational Leadership in Digital Era: Analysis of Nadiem Makarim (Founder of GO-JEK Indonesia) Leadership Figure." Integrated Journal of Business and Economics 3, no. 1 (January 5, 2019): 80. http://dx.doi.org/10.33019/ijbe.v3i1.106.
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Technology and internet has driven innovation and new opportunities by digitizing every customer, company, product, service, and process. In digital era, company has potential to touch all aspects of the business, including customers, employees, partners, business processes, and also global network of businesses and things from every industry around the world. Today, what will business leader do with digital business advantage has become a challange. The objective of this paper is to describe the concept of transformational leadership as a hallmark of future digital business leader. From evidence in literatures, in many successful organizations, transformational leaders have contributed to increase the effectiveness and performance of the organizations. By using descriptive method with phenomenological approach, the practice of transformational leadership of Nadiem Makarim as founder of GO-JEK Indonesia (an Indonesian-owned and run technology start-up that specialises in ride hailing, logistics, and digital payments) is examined. Then, this paper provides review about how Makarim’s leadership philosophy and practice has brought GO-JEK into success, Indonesia’s biggest start-up.
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Obuobisa-Darko, Theresa, and Kwame Ameyaw Domfeh. "Leader behaviour to achieve employee engagement in Ghana: a qualitative study." International Journal of Public Leadership 15, no. 1 (February 11, 2019): 19–37. http://dx.doi.org/10.1108/ijpl-04-2018-0018.
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PurposeThe purpose of this paper is to identify the behaviour of leaders that enhances employee engagement (EE) in organisations. It locates the importance of EE and the role leaders play within the public sector in a developing country and finds answer to the question on the behaviour of the leader that causes employees to be engaged.Design/methodology/approachThe paper uses qualitative method to identify the behaviour of leaders that causes and enhances employees to be engaged. It proposes a framework outlining what the leader does to ensure EE.FindingsBased on results of data analysed, six behaviours of leaders were identified: seeking employee welfare and caring; openness and information flow; conscientiousness; good and cordial relationship; fairness and trust and lastly involvement in decision making.Research limitations/implicationsLimitation of the study was that it did not focus on the entire public sector but was carried out in only one company. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm the leader behaviour identified. Again, a comparative study between public and private sector organisations could be carried out to ascertain if there are differences in the behaviour of the leaders that cause employees to be engaged in these two different sectors.Practical implicationsThe study develops a framework outlining behaviour which leaders within organisations could exhibit to enhance EE and thus organisational success.Originality/valueThe paper provides a framework that shows leader behaviour that causes EE in organisations in a developing country. This framework will be helpful to leaders in organisations to behave in specific ways to enhance EE and for researchers who want to conduct research in this field of study.
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Liepinytė-Kytrienė, Diana. "Functions of the opinion leader and he or she performs." Lietuvių kalba, no. 9 (December 18, 2015): 1–25. http://dx.doi.org/10.15388/lk.2015.22629.
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The aim of the article is to describe the functions of the opinion leader and he or she performs. The news portal „Delfi.lt“ articles from the year 2013, in which the most popular (according to the data of the survey company TNS LT) opinion leaders express their views serve as a basis in the article. Theoretical presumptions that their personal opinions shape the public opinion, affect social decisions and actions, are applied. Although the opinion leaders achieve popularity firstly through social activeness; however, for the purpose of persuasiveness an important role is attributed to linguistic peculiarities. In many cases, they determine the aspects the readers are to notice and remember. A person working towards becoming an opinion leader must meet the requirements of media channels, observe the general oratory requirements (language regularity, purity, clarity, simplicity, consistency, vividness, appropriateness, and aesthetic appeal), and fulfil the main functions of his or her text: to explain, prove, and persuade.
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Aluchna, Maria, Nazim Hussain, and Maria Roszkowska-Menkes. "Integrated Reporting Narratives: The Case of an Industry Leader." Sustainability 11, no. 4 (February 14, 2019): 976. http://dx.doi.org/10.3390/su11040976.
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In this paper, we investigate the integrated reporting practice of the second-largest Polish petroleum company. Using the qualitative research method of narrative analysis, the paper draws upon the practice of integrated reporting by the domestic and sector leader, the second-largest Polish petroleum company, LOTOS Group. By analyzing the content of integrated reports for the years 2006–2015, alongside the main actors and themes involved, we distinguish three main narrative strategies, including: legitimacy, shareholder-agency, and signaling. In addition, we reveal the evolutionary transition of integrated reporting and identify its phase of development. Reporting appears to be conjoined rather than integrated. The study’s results imply that the implementation of integrated reporting may be limited by its insufficient institutionalization in the organizational context and the lack of recognized standards.
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Lukiyanto, Kukuh. "LEADERSHIP STYLE AND PERFORMANCE BASED ON INFORMAL WORKERS PERCEPTION." Management and Economics Journal (MEC-J) 1, no. 2 (March 31, 2018): 68. http://dx.doi.org/10.18860/mec-j.v1i2.4846.
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Developing country workers in some sectors were still dominated by informal workers. They usually belong together in one group with one leader. Leaders controlled all group activities. The dependence and responsibilities of workers towards the leader was greater than the company. Companies would find it difficult to improve performance without relying on their leaders. This study purpose was to explore effective leadership and performance improvement in according to perception of informal workers. Characteristics of effective leadership could be used as a reference to determine the workers planning for national and global construction companies in Indonesia. Foreign companies that would enter to Indonesia could also study the employment situation in Indonesia to become more effective in completion their work. The phenomenological approach with qualitative method was used to reveal an assessment based on perceptions and perspectives of informal workers. The findings showed that characteristics of effective leaders in according to informal workers were: preferred by workers, care, understand the subordinates and keep promises. For such leaders they were willing to work hard so their leaders' achievements would be good.
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Thanri, Yan Yang. "Rekam Jejak Kinerja Crew Sebagai Model Sistem Pendukung Keputusan Pengangkatan Leader." JURNAL MEDIA INFORMATIKA BUDIDARMA 4, no. 1 (January 29, 2020): 96. http://dx.doi.org/10.30865/mib.v4i1.1785.
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Competitive human resources are employees who can work productively and professionally to achieve the vision, mission and goals of the company. To get competitive human resources seen from the quality of the employee's performance. The quality of employee performance is recorded in the track record of employee performance that has an important role for the company in making decisions in improving the company's human resources. North Sumatra, in particular the city of Medan, many companies engaged in the family entertainment center, the results of observations that have been made to several companies engaged in this field, generally in terms of appointment of Leaders still use the seniority system and spoil system. The impact of the seniority system is not guaranteeing the competency of an employee and not necessarily being able to assume the position, the impact of the spoil system is promotion based on kinship, this system is not good because it is based on consideration of likes or dislikes. To overcome the above, we need a system of track record of crew performance as a model of decision support systems for the appointment of leaders by involving factors of merit system, seniority system and leadership. The decision support system model will use the Analytical Hierarchy Process (AHP) and Simple Additive Weighting (SAW) methods. AHP is a method that will be used to make comparisons between criteria to get criteria weights while SAW is a method used to find the weighted sum of the results of the AHP method of rating performance on all alternatives of each attribute to provide recommendations for company leaders to make the selection of the crew and conduct the process of appointing a Leader.
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Santos, Ruan Carlos dos, Mário Nenevê, Lidinei Éder Orso, and Henrique De Campos Melo. "Behavioral dilemmas of the leadership in the successory process and family conflicts: evidence of entrepreneurs Brazilian descendants of german." Revista Brasileira de Administração Científica 11, no. 4 (August 24, 2020): 57–78. http://dx.doi.org/10.6008/cbpc2179-684x.2020.004.0005.
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Succession and professionalization in a family business is a complicated process, several issues beyond business issues come into play, and if the process is not completed and conducted efficiently, one or more families may face serious problems. Condor SA, a company based in São Bento do Sul, SC, underwent a process of professionalization of all its management in the 90's, this change in the structure of the organization was successful, after this change the company has been growing year after year. After conducting interviews with 4 managers who were present in the organization that had the transition and succession, it was verified that this process had the participation of a leader, who was able to see the need to professionalize the company, this leader was also responsible for to lead the entire process of professionalization, mainly managing conflicts between the families that were members of the company, which today are only part of the company board.
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Hambali, Dewi Rahayu, and Maya Setiawardani. "Pengaruh Leader Member Exchange Terhadap Kinerja Pegawai." Jurnal Riset Bisnis dan Investasi 1, no. 3 (January 26, 2016): 136. http://dx.doi.org/10.35697/jrbi.v1i3.58.
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Leaders have the responsibility for managing their human resources. Thus, a good relationship between leaders and their subordinates is needed in order to support the achievement of organizational goals. But in reality, indirectly leaders give higher trust and respect to some of their subordinates. Therefore, the performance of each employee would not be equal to each other. During four semesters of 2013-2014, there has been a fluctuation of the results of the measurement of employee performance of PT PLN (Persero) Distribusi Jawa Barat dan Banten. The decrease in employee performance began to occur in the second semester of 2013, and the more significant decrease occurred in the second semester of 2014. Of course, this performance’s decreasing would give negative impacts for the company. Based on these problems, this study was conducted to determine how the influence of leader-member exchange on employee performance at Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten. Simple random sampling technique was used to collect data through questionnaires distributed to 123 respondents who are functional employees at the Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten. The analysis method used in this research is the classical assumption test, descriptive analysis, correlation, simple linear regression and hypothesis testing with SPSS 20. The results showed that Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten has a high leader-member exchange and good performance. There is a moderate correlation between leader-member exchange and employee performance. Leader-member exchange contributes positively and significantly affect their employee performance of 23,7% while the remaining 76,3% is affected by other factors contribution that is not explained in this research.
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Zhang, Zhuo. "Risk Analysis of Two Leader Drink Company: PepsiCo and Coca-Cola." Asian Business Research 4, no. 3 (October 8, 2019): 42. http://dx.doi.org/10.20849/abr.v4i3.686.
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The purpose of this report is to introduce and analyze risk factors of PepsiCo and Coca-Cola. By identifying the internal factors involving strategy, information system, contracts and governance and the external factors which include economy, law, customers preference and competitive environment of the two companies, the similarities and differences are given. Then risk taxonomy and analysis are given. In the end, some advice about reducing financial risk are given.
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Schiuma, Giovanni, Eva Schettini, and Francesco Santarsiero. "How Wise Companies Drive Digital Transformation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (April 28, 2021): 122. http://dx.doi.org/10.3390/joitmc7020122.
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Enterprises aimed at acquiring a sustainable competitive advantage in the Digital Era are challenged to develop a Transformative Digital Leadership marked by a set of abilities. The paper introduces the Digital Transformative Leadership Compass as an innovative framework to assess wise leaders’ characteristics driving organisational digital transformation in today’s complex business landscape. It identifies the critical abilities, attitudes, and behaviours distinguishing the profile of a transformative digital leader leading an organisation to continuously innovate and digitally evolve in the same way as the business landscape. This paper contributes to theory building by proposing an interpretative framework of critical abilities distinguishing a transformative digital leader of a transformative digital company. Furthermore, the paper provides practitioners with valuable insights and theoretical evidence on leadership practices in the digital era.
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Song, Xiaoling, Wen Wu, Shengyue Hao, Xiaohua Lu, Yihua Zhang, and Yuhuan Liu. "On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–member guanxi promote voice behavior." Chinese Management Studies 11, no. 3 (August 7, 2017): 441–62. http://dx.doi.org/10.1108/cms-03-2017-0058.
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Purpose Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model. Design/methodology/approach The authors use a sample from a private and local company in Southern China to test their theoretical model. Findings The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety). Research limitations/implications In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West. Practical implications One important implication is that off-work relationship should be used by managers to encourage employee voice. Originality/value This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.
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Kusumawati, Mustika Prabaningrum. "LEADERSHIP IN GOOD CORPORATE GOVERNANCE (GCG) AS A ROLE MODEL OF ANTI-FRAUD CULTURE." Asia Pacific Fraud Journal 5, no. 2 (December 30, 2020): 258. http://dx.doi.org/10.21532/apfjournal.v5i2.165.
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The presence of Good Corporate Governance (GCG) in Indonesia is one of the solutions in creating activities that can help to avoid any form of scandal in the company including fraud. However, the reality of Good Corporate Governance (GCG) to date has not been fully implemented. The rules of Good Corporate Governance (GCG) itself can not necessarily be applied well by the parties in the company. It takes a leadership and maximal support from regulators in the form of legal umbrella that is expected to create an anti fraud culture in the implementation of Good Corporate Governance (GCG). In order to succeed, an organization requires a strong leader. The success and the failure of an organization are determined by its leader. It takes a leader who is able to carry out collaboration, inspire and motivate subordinates he leads because leadership is the main factor of the success or even the failure of an organization. In addition, a positive leadership type will also form a positive culture in a company that will eventually become a role model of anti fraud culture.
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Mamatha S.V. and Geetanjali P. "Founder Leaders and Organization Culture: A Comparative Study on Indian and American Founder Leaders Based on Schein’s Model of Organizational Culture." IIM Kozhikode Society & Management Review 9, no. 1 (January 2020): 23–33. http://dx.doi.org/10.1177/2277975219890932.
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Organizational culture is created gradually by founder leaders on the basis of their values, assumptions and beliefs. Organizational culture is tangible in terms of the architecture of the company, office layout and exhibits and intangible in terms of behaviour of employees, decisions, policies and procedures. This article aims to perform a comparative analysis of some of the founder leaders of Indian and American businesses and their influence on the culture of the organization. The study adopts the case method research design where the focus is on the specific interesting cases, articles and interviews of the founder(s) in their formational years and cases when the company had a stable organizational culture. The unit of analysis is the founder leader. The company’s culture is evaluated using Schein’s Model of Organizational Culture while that of the founder leader is evaluated using Hofstede’s model of cultural dimensions. This study does not equate national culture to individual’s culture to avoid ecological fallacy of interpreting country-level relationships being applied to individuals. The study shows that there exist layers of subcultures in each individual. The article discusses an interesting paradigm, that is, the culture in which they are born/trained and the culture they adopt intentionally. When founders adopt other cultures, some traces of adopted cultures are reflected in the organization. The article concludes that founder leaders’ culture needs a better framework in order to see its effects on the organization. Hofstede’s model does not show the relationship between different layers of the culture. Hence, the model seems inadequate to be applied to analyse founder leaders.