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Decman, John M., Kevin Badgett, Bianca Shaughnessy, Angela Randall, Lisa Nixon y Brett Lemley. "Organizational leadership through management". Educational Management Administration & Leadership 46, n.º 6 (15 de junio de 2017): 997–1013. http://dx.doi.org/10.1177/1741143217714255.
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Lakshman, Chandrashekhar. "Organizational knowledge leadership". Leadership & Organization Development Journal 30, n.º 4 (12 de junio de 2009): 338–64. http://dx.doi.org/10.1108/01437730910961676.
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Yohana, Corry. "The effect of leadership, organizational support and organizational citizenship behavior on service quality". Problems and Perspectives in Management 15, n.º 2 (30 de junio de 2017): 197–203. http://dx.doi.org/10.21511/ppm.15(2-1).2017.03.
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The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB) has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB), Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB) and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.
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Klein, Andrew S., Joseph Wallis y Robert A. Cooke. "The impact of leadership styles on organizational culture and firm effectiveness: An empirical study". Journal of Management & Organization 19, n.º 3 (mayo de 2013): 241–54. http://dx.doi.org/10.1017/jmo.2013.34.
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AbstractThis research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.
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Kollenscher, Eldad, Micha Popper y Boaz Ronen. "Value-creating organizational leadership". Journal of Management & Organization 24, n.º 1 (27 de septiembre de 2016): 19–39. http://dx.doi.org/10.1017/jmo.2016.33.
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AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.
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M. Taylor, Colette, Casey J. Cornelius y Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness". Leadership & Organization Development Journal 35, n.º 6 (29 de julio de 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.
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Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.
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Kollenscher, Eldad, Dov Eden, Boaz Ronen y Moshe Farjoun. "Architectural Leadership: The Neglected Core of Organizational Leadership". European Management Review 14, n.º 3 (20 de febrero de 2017): 247–64. http://dx.doi.org/10.1111/emre.12108.
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Imran, Muhammad Kashif, Muhammad Ilyas, Usman Aslam y Ubaid-Ur-Rahman Ubaid-Ur-Rahman. "Organizational learning through transformational leadership". Learning Organization 23, n.º 4 (9 de mayo de 2016): 232–48. http://dx.doi.org/10.1108/tlo-09-2015-0053.
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Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.
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Alamir, Iyad, Rami M. Ayoubi, Hiba Massoud y Louna Al Hallak. "Transformational leadership, organizational justice and organizational outcomes". Leadership & Organization Development Journal 40, n.º 7 (9 de septiembre de 2019): 749–63. http://dx.doi.org/10.1108/lodj-01-2019-0033.
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Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.
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Lee, Ki-Hoon y Stefan Schaltegger. "Organizational transformation and higher sustainability management education". International Journal of Sustainability in Higher Education 15, n.º 4 (26 de agosto de 2014): 450–72. http://dx.doi.org/10.1108/ijshe-06-2013-0067.
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Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.
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Ahmad Bodla, Ali, Ningyu Tang, Rolf Van Dick y Usman Riaz Mir. "Authoritarian leadership, organizational citizenship behavior, and organizational deviance". Leadership & Organization Development Journal 40, n.º 5 (8 de julio de 2019): 583–99. http://dx.doi.org/10.1108/lodj-08-2018-0313.
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Purpose The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance. Design/methodology/approach The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan. Findings Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations. Research limitations/implications The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance. Practical implications This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance. Originality/value The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.
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Baškarada, Saša, Jamie Watson y Jason Cromarty. "Leadership and organizational ambidexterity". Journal of Management Development 35, n.º 6 (11 de julio de 2016): 778–88. http://dx.doi.org/10.1108/jmd-01-2016-0004.
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Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.
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Musa, Soebowo. "Authentic Leadership, Organizational Creativity, and Innovation Management". Academy of Management Proceedings 2018, n.º 1 (agosto de 2018): 13270. http://dx.doi.org/10.5465/ambpp.2018.13270abstract.
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Bryman, Alan, David Gillingwater y Iain McGuinness. "Leadership and organizational transformation". International Journal of Public Administration 19, n.º 6 (enero de 1996): 849–72. http://dx.doi.org/10.1080/01900699608525123.
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Damkuvienė, Milda, Jūratė Valuckienė y Sigitas Balčiūnas. "Teacher leadership for organizational change". Management 24 (29 de mayo de 2019): 37–52. http://dx.doi.org/10.30924/mjcmi.24.si.3.
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The aim of this article is to test the teacher leadership initiated by teacher professional development abroad, as a factor of organisational change in a structural equation model. Structural equation modelling was employed to analyse survey data collected from 218 teachers who participated in professional development activities abroad under Erasmus+ KA1 in 32 Lithuanian schools. The model expresses the relationship between teacher leadership and organizational change, where teacher professional development abroad is treated as an initial (self-development) dimension of teacher leadership. Results revealed the positive and significant relationship between teacher leadership and organizational change, where leadership is conceptualized as an ongoing relational process of selfdevelopment, dispersing ideas, involving others and gaining commitment. Findings of the study also depicted a positive and significant relationship of didactic competence (the dimension of self-development phase of leadership) with one of the dimensions of organizational change - learning in the classroom.
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Waldman, David A., Robert Keller y Yair Berson. "Leadership and organizational learning". Leadership Quarterly 17, n.º 1 (febrero de 2006): 110–11. http://dx.doi.org/10.1016/j.leaqua.2005.10.010.
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Waldman, David A., Yair Berson y Robert T. Keller. "Leadership and organizational learning". Leadership Quarterly 20, n.º 1 (febrero de 2009): 1–3. http://dx.doi.org/10.1016/j.leaqua.2008.11.007.
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Taormina, Robert J. "Interrelating leadership behaviors, organizational socialization, and organizational culture". Leadership & Organization Development Journal 29, n.º 1 (8 de febrero de 2008): 85–102. http://dx.doi.org/10.1108/01437730810845315.
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Pobkeeree, Vallerut, Surachart Na Nongkhai y Sangkom Vittayanan. "Factors related to public health laboratory management in northern Thailand". Journal of Management Development 34, n.º 9 (14 de septiembre de 2015): 1134–43. http://dx.doi.org/10.1108/jmd-12-2014-0159.
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Purpose – The purpose of this paper is to examine organizational-related factors of a public health laboratory in northern Thailand through the perspectives of staff. Design/methodology/approach – A quantitative research on organizational factors that affected management. Staff at the public health laboratory provided their perceptions and facts existing within the organization with regards to the following factors that could affect management performance; leadership, organizational culture, work environment and organizational commitment. Findings – It was found that leadership, work environment and organizational commitment had a significant impact on management performance while organizational culture did not. Practical implications – The research on management could be applied to enhance leadership, work environment and organizational commitment to achieve management performance. Originality/value – The quantitative research on organizational factors could help determine management performance. Moreover, leadership, work environment and organizational commitment can significantly predict the organization’s management performance.
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Ghaedi, Zinat, Abdolali Keshtegar y Mohammad Ghasemi. "Impact of Knowledge Management on Success of Customer Relationship Management (Staff, Leadership, Organizational Structure)". Modern Applied Science 10, n.º 3 (25 de febrero de 2016): 142. http://dx.doi.org/10.5539/mas.v10n3p142.
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<p>The aim of this study was to analyze the impact of knowledge management on success of customer relationship<br />management: mediating impacts of organizational factors (staffs, leadership, organizational structure) in capital<br />bank by descriptive-correlation method. Accordingly, to measure knowledge management, the Fang and Choai<br />(2009) questionnaire was applied, to evaluate organizational variables (staffs, leadership, organizational<br />structure), Greve & Albers (2006) questionnaire was used and to assess technology of customer relationship<br />management, Chang et al (2006) questionnaire was employed and regarding success of customer relationship<br />management, Bang (2005) and Chen and Chung (2004) questionnaires were used. The population of this study<br />included all staffs of capital bank in Tehran city that were 642 staffs which based on Cochran formula, 240 staffs<br />were selected by cluster sampling. To analyze data, Pearson correlation test and structural equation model were<br />employed by using SPSS and AMOS software. The obtained results of this study indicated that the knowledge<br />management affected significantly on organizational factors (staffs, leadership, organizational structure).<br />Furthermore, the technology of interaction management affected significantly on success of customer<br />relationship management and also technology of customer relationship management influenced significantly on<br />organizational factors (staffs, leadership, organizational structure). Organizational factors (staffs, leadership,<br />organizational structure) affected significantly on success of customer relationship management. The findings of<br />this study showed that the knowledge management did not affect significantly on success of customer<br />relationship management. Technology of customer relationship management by mediating variable of<br />organizational factors did not affect significantly on success of customer relationship management.</p>
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Johannessen, Jon-Arild. "Knowledge management in future organizations". Problems and Perspectives in Management 15, n.º 2 (5 de septiembre de 2017): 306–18. http://dx.doi.org/10.21511/ppm.15(2-2).2017.01.
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The question addressed in this paper is linked to the future of knowledge management. The problem is that we don’t know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy.
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Akay, Esin y Ayse Gonul Demirel. "Transformational Leadership and Innovation: An Empirical Study of Direct and Indirect Effects in HR Consulting Companies". International Journal of Business and Management 13, n.º 1 (18 de diciembre de 2017): 131. http://dx.doi.org/10.5539/ijbm.v13n1p131.
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This study aims to examine the influence of transformational leadership on organizational innovation through the mediating effect of organizational learning and knowledge management in Turkish HR consulting companies. Sample is selected from small, medium size and large HR consulting companies located in Istanbul. Structural equation modeling and bootstrapping is used for data analysis. The research findings indicated that transformational leadership did not directly affect organizational innovation; transformational leadership directly affected organizational learning and knowledge management, and organizational learning directly impacted knowledge management. Besides, knowledge management directly affected organizational innovation, yet organizational learning indirectly influenced organizational innovation. Finally, transformational leadership indirectly influenced organizational innovation through the intervening effect of organizational learning and knowledge management. The results indicated that if managers in Turkish HR consulting companies practice a transformational leadership style by taking into account organizational learning and knowledge management, the chance for successful organizational innovation will highly improve.
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Kiesler, Charles A. "Psychologists and organizational leadership." Psychologist-Manager Journal 3, n.º 1 (1999): 105–13. http://dx.doi.org/10.1037/h0095861.
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Muzzio, Henrique y Fernando Gomes Paiva Júnior. "Organizational Creativity Management: Discussion Elements". Revista de Administração Contemporânea 22, n.º 6 (diciembre de 2018): 922–39. http://dx.doi.org/10.1590/1982-7849rac2018170409.
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Abstract This article proposes to work with the theoretical concept of creativity management by promoting a reflection defined by encouraging work relationships that involve creative individuals and creative leadership in attitudes that foster a creative culture. This analysis considers creativity as a precursor of innovation and evaluates it as a universe capable of improving organizational competitiveness, since, creativity is understood as a social phenomenon. The discussion in this article addresses conditions and characteristics related to the individual, to leadership and culture. Creativity management is a component of a managerial grid focused on interfering in the internal and external contexts of an organization by reviewing deviant and divergent practices regarding the stimulation of creative processes. The development of creativity over time is illustrated by a concept called the spiral of creativity. In conclusion, analyzing creativity as something that is collectively produced and has manageable elements increases the ability to make decisions that foster creativity and allow it to be managed collectively.
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Al Amiri, Nabeel, Rabiah Eladwiah Abdul Rahim y Gouher Ahmed. "Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review". Gadjah Mada International Journal of Business 22, n.º 3 (7 de diciembre de 2020): 250. http://dx.doi.org/10.22146/gamaijb.49903.
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Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.
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Jia, Xiao, Jin Chen, Liang Mei y Qian Wu. "How leadership matters in organizational innovation: a perspective of openness". Management Decision 56, n.º 1 (8 de enero de 2018): 6–25. http://dx.doi.org/10.1108/md-04-2017-0415.
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Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.
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Hakimian, Fatemeh, Hadi Farid, Mohd Nazari Ismail y Ismi Arif Ismail. "Paternalistic Leadership and Organizational Commitment". International Journal of Management Excellence 3, n.º 1 (30 de abril de 2014): 373–78. http://dx.doi.org/10.17722/ijme.v3i1.126.
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In the competitive world of business, organizational commitment is considered to be one of the fundamental organizational issues facing managements. Committed employees have become a valuable contribution to a variety of organizations. Since leaders’ behaviors play an important role in organizational commitment, managers are encouraged to motivate employees to strengthen their commitments to competently serve their organizations. The structures of societies in addition to cultural values are influential factors in determining appropriate leader behaviors. Since Paternalistic leadership is an integrated part of Asian organizations, Malaysia was selected as the country of choice to conduct this study. This research was designed to investigate the relationship between paternalistic leadership and organizational commitment; Each dimension was investigated separately in accordance to quantitative methodology. In total, 287 questionnaires from the employees of Malaysian SMEs were selected to be used for the purpose of data analysis. Data management and analysis were performed using SEM-PLS. The statistical results indicated the significant relationship between paternalistic leadership and Affective, Continuance, and Normative Commitment. Paternalistic leadership is a significantly persuasive factor that elevates the phenomenal of affective and normative commitment. This finding also came to the attention that under the umbrella of Paternalistic leadership, distress of losing a specific leader might be a determining factor for employees to continue their cooperation and employment with the organization. In addition to offering theoretical contributions, this study has provided a practical guideline for Malaysian SMEs managers who aim to increase commitment among employees who function under their Paternalistic leadership.
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Keskes, Imen, Jose M. Sallan, Pep Simo y Vicenc Fernandez. "Transformational leadership and organizational commitment". Journal of Management Development 37, n.º 3 (9 de abril de 2018): 271–84. http://dx.doi.org/10.1108/jmd-04-2017-0132.
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Purpose The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member exchange (LMX) dimensions. Design/methodology/approach The participants in this study are represented by 427 senior executive French employees having a university degree and minimum two years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling. Findings The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers. Originality/value To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.
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CHIRIMBU, Sebastian. "Challenges of leadership in modern organizations: knowledge, vision, values". Annals of "Spiru Haret". Economic Series 14, n.º 3 (30 de septiembre de 2014): 39. http://dx.doi.org/10.26458/1434.
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The article highlights the issue of leadership in the context of the exercise in the knowledge-based organization. Connections between organizational culture, management culture and leadership in modern organizations highlight the manner in which leadership is exercised in the context of knowledge of the organization's foundation. Leadership means knowledge and practice, it means quality. Organizations need managers, but they also need leaders. It is desirable for the two areas to overlap in the largest possible extent. Modern approaches emphasize the evolution of these relations to the area where the legitimacy of the leadership's concern is justified by the development and promotion of other leaders.
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Harb, Bissane y Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector". Problems and Perspectives in Management 17, n.º 2 (21 de mayo de 2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.
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The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.
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Ololube, Nwachukwu Prince y Dennis Ogutum Ololube. "Organizational Change Management". International Journal of Applied Management Sciences and Engineering 4, n.º 1 (enero de 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.
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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Shehu Lokaj, Alma y Thelleza Latifi Sadrija. "Organizational culture influenced by leadership styles: the case of private businesses in Kosovo". Problems and Perspectives in Management 18, n.º 3 (30 de septiembre de 2020): 306–14. http://dx.doi.org/10.21511/ppm.18(3).2020.25.
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The characteristics and importance of leadership styles to organizational change are of particular importance for the development of organizational culture. This study aims to test leadership styles and the impact of the correlation between leadership style and organizational culture on the level of employees’ readiness across a range of leadership outcome measures. This study provides empirical evidence for the impact of leadership styles on organizational culture and vice versa. A questionnaire was distributed to 450 employees in private organizations in Kosovo. The obtained results show that organizational culture was a significant predictor for both transactional and laissez-faire leadership styles. Based on the dimensions of organizational culture concerning Kosovar leadership styles (transformational, transactional, laissez-faire), their mutual influence dominates more on one variable and less on any other variable as a measuring mechanism for outputs and their interpretation. The study will help the organizations’ leadership understand that their leading style influences the organizational culture and, as such, the employees’ performance. In Kosovo, the concept of organizational culture concerning Kosovar leadership has not been properly developed, and measures should be taken by private businesses to settle this issue.
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Koohang, Alex, Joanna Paliszkiewicz y Jerzy Goluchowski. "The impact of leadership on trust, knowledge management, and organizational performance". Industrial Management & Data Systems 117, n.º 3 (10 de abril de 2017): 521–37. http://dx.doi.org/10.1108/imds-02-2016-0072.
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Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.
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Burrell, Darrell Norman. "Emerging Options in Doctoral Study in Management for International Executives". Vikalpa: The Journal for Decision Makers 31, n.º 3 (julio de 2006): 13–17. http://dx.doi.org/10.1177/0256090920060302.
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University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?
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Kholistiani, Nur y Lilis Sulistyani. "The Implementation Of Strategic Management In The Management Of State Assets: An Empirical Study At The Office Of The Ministry Religious Affairs Of Wonogiri Regency". ProBank 3, n.º 2 (18 de noviembre de 2018): 72–83. http://dx.doi.org/10.36587/probank.v3i2.382.
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This research is a kuantitatif research, that purpose was to determine empirically the implementation of asset management at the office of The Ministry Religious Affairs of Wonogiri Regency using the influence of leadership, organizational commitment, and strategic management as intervening variables. This study is a survey method based research. The used primary data was done by taking as 50 (fivety) employees at The Ministry Religious Affairs of Wonogiri Regency. Data in this research wald be obtained directly from the results of questionnaires. The analitycal tool used instrument test, linearity test, path analysis and regression with t test, F test and R2 test. This study result point that leadership had positive and significant influence on strategic management, organizational commitment had positive and significant impact on strategic management, leadership had positive and significant impact on asset management, organizational commitment had a positive and significant impact on asset management, strategic management has a significant positive effect on asset management. The simultaneous result of the test (F test) can be concluded as leadership variables, organizational commitment, strategic management have a positive and significant impact on asset management. The result of determination test shows that R Square total is 0,92, which means asset management variable is explained by leadership, organizational commitment, and strategic management of 92% and the rest of 8% is explained as other variable outside the research model. The results of path analysis shows that the indirect effect of leadership on asset management through strategic management is greater than the direct influence of leadership on asset management, the direct impact of organizational commitment to asset management is greater than the indirect influence of organizational commitment through strategic management. The indirect path of leadership through strategic management is the most dominant variable of its influence on asset management is the path chosen as the most effective path in asset management.Keywords: leadership, organizational commitment, strategic management, asset management.
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Kholistiani, Nur y Lilis Sulistyani. "The Implementation Of Strategic Management In The Management Of State Assets: An Empirical Study At The Office Of The Ministry Religious Affairs Of Wonogiri Regency". ProBank 3, n.º 2 (18 de noviembre de 2018): 72–83. http://dx.doi.org/10.36587/probank.v3i2.382.
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This research is a kuantitatif research, that purpose was to determine empirically the implementation of asset management at the office of The Ministry Religious Affairs of Wonogiri Regency using the influence of leadership, organizational commitment, and strategic management as intervening variables. This study is a survey method based research. The used primary data was done by taking as 50 (fivety) employees at The Ministry Religious Affairs of Wonogiri Regency. Data in this research wald be obtained directly from the results of questionnaires. The analitycal tool used instrument test, linearity test, path analysis and regression with t test, F test and R2 test. This study result point that leadership had positive and significant influence on strategic management, organizational commitment had positive and significant impact on strategic management, leadership had positive and significant impact on asset management, organizational commitment had a positive and significant impact on asset management, strategic management has a significant positive effect on asset management. The simultaneous result of the test (F test) can be concluded as leadership variables, organizational commitment, strategic management have a positive and significant impact on asset management. The result of determination test shows that R Square total is 0,92, which means asset management variable is explained by leadership, organizational commitment, and strategic management of 92% and the rest of 8% is explained as other variable outside the research model. The results of path analysis shows that the indirect effect of leadership on asset management through strategic management is greater than the direct influence of leadership on asset management, the direct impact of organizational commitment to asset management is greater than the indirect influence of organizational commitment through strategic management. The indirect path of leadership through strategic management is the most dominant variable of its influence on asset management is the path chosen as the most effective path in asset management.Keywords: leadership, organizational commitment, strategic management, asset management.
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Harb, Bissane, Boutheina Hachem y Hassan Hamdan. "Public servants’ perception of leadership style and its impact on organizational commitment". Problems and Perspectives in Management 18, n.º 4 (16 de diciembre de 2020): 319–33. http://dx.doi.org/10.21511/ppm.18(4).2020.26.
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Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.
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Xie, Lei. "Leadership and organizational learning culture: a systematic literature review". European Journal of Training and Development 43, n.º 1/2 (18 de febrero de 2019): 76–104. http://dx.doi.org/10.1108/ejtd-06-2018-0056.
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PurposeThis paper aims to investigate how the relationship between leadership and organizational learning culture (OLC)/learning organization (LO)/organizational learning (OL) is measured in the literature.Design/methodology/approachThis systematic literature review analyzes published peer-reviewed English articles that examine the relationship between leadership and OLC/LO/OL empirically. A total of 58 articles has been found in 42 journals.FindingsThis paper provides a holistic view of the types of leaderships that have been connected with OLC/LO/OL in various countries and industries. Research methods from the literature are also examined.Originality/valueIt is among the first studies to review the literature about the connection between leadership and OLC/LO/OL. This review offers constructive future research directions.
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Nam Nguyen, Hai y Sherif Mohamed. "Leadership behaviors, organizational culture and knowledge management practices". Journal of Management Development 30, n.º 2 (8 de febrero de 2011): 206–21. http://dx.doi.org/10.1108/02621711111105786.
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Nahavandi, Afsaneh. "Integrating Leadership and Strategic Management in Organizational Theory". Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 10, n.º 4 (8 de abril de 2009): 297–307. http://dx.doi.org/10.1111/j.1936-4490.1993.tb00035.x.
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Barthold, Charles. "Book Review: Organizational leadership and ethics". Organization 20, n.º 5 (septiembre de 2013): 770–72. http://dx.doi.org/10.1177/1350508412466953.
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Mousa, Mohamed y Vesa Puhakka. "Inspiring organizational commitment". Journal of Management Development 38, n.º 3 (8 de abril de 2019): 208–24. http://dx.doi.org/10.1108/jmd-11-2018-0338.
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Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ2 test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.
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Hassan Asaari, Muhammad Hasmi Abu, Ashish Dwivedi, Alan Lawton y Nasina Mat Desa. "Academic Leadership And Organizational Commitment In Public Universities Of Malaysia". European Scientific Journal, ESJ 12, n.º 16 (28 de junio de 2016): 329. http://dx.doi.org/10.19044/esj.2016.v12n16p329.
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The purpose of this paper is to examine the relationship between academic leadersip and organisational commitment. The independent variable, academic leadership, is formed by visionary, adaptable to change, competency, effective leadership, transformational style, and charisma while the dependent variable is organisational commitment. A total of 251 questionnaires were obained from faculty members of public universities in Malaysia, which yielded a response rate of 41.8%. The results reveal that academic leadership, namely adaptable to change, transformational style and charisma, are significantly and positively related to organisational commitment. Theoretically, this paper contributes to the literature on academic leadership and organizational commitment. Practically, top management of public universities should consider trainings and courses on change, transformation, and charisma that boost academic leadership of faculty members. In conclusion, this paper reveals the importance of change, transformation, and charisma as factors of academic leadership in affecting organisational commitment of faculty members of public universities in Malaysia.
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Chen, Lu, Wei Zheng, Baiyin Yang y Shuaijiao Bai. "Transformational leadership, social capital and organizational innovation". Leadership & Organization Development Journal 37, n.º 7 (5 de septiembre de 2016): 843–59. http://dx.doi.org/10.1108/lodj-07-2015-0157.
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Purpose The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms – internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.
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Schneider, Marguerite. "A Stakeholder Model of Organizational Leadership". Organization Science 13, n.º 2 (abril de 2002): 209–20. http://dx.doi.org/10.1287/orsc.13.2.209.531.
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Parry, Ken W. y Hans Hansen. "The Organizational Story as Leadership". Leadership 3, n.º 3 (agosto de 2007): 281–300. http://dx.doi.org/10.1177/1742715007079309.
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Liao, Shu-Hsien, Chih-Chiang Chen, Da-Chian Hu, Yu-Chun Chung y Chiu-Ling Liu. "Assessing the influence of leadership style, organizational learning and organizational innovation". Leadership & Organization Development Journal 38, n.º 5 (3 de julio de 2017): 590–609. http://dx.doi.org/10.1108/lodj-11-2015-0261.
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Purpose Based on literature development, the purpose of this paper is to propose a conceptual framework and the theoretical model in order to examine the influence of leadership, organizational learning (OL), and organizational innovation (OI) in Taiwan’s financial and information technology industries. Design/methodology/approach Structural equation modeling is employed to evaluate the degree of influence each variable has on the others and whether their relationships differ in different industry. This study investigates a selection of firms from the top 100 financial and the top 1,000 high-technology enterprises in Taiwan in 2012 as the population. A total of 377 valid responses were collected from 2012 to 2013. Findings The research results indicate that OL acts as a full mediator between leadership and OI. Furthermore, industry type has moderating effect in the proposed research model. Originality/value Thus, considering appropriate leadership styles through learning to innovate might be a well leadership model to be further considered by different industries in the global countries.
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Seah, Melody, Ming-Huei Hsieh y Hsiu-Ying Huang. "Leader driven organizational adaptation". Management Decision 52, n.º 8 (9 de septiembre de 2014): 1410–32. http://dx.doi.org/10.1108/md-07-2013-0380.
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Purpose – Earlier research has identified adaptive leadership strategies and organizational culture as two key factors that influence a firm's adaptive capabilities. However, little is known about how leadership and organizational culture affect each other. Nor do the authors know how the combined effects of adaptive leadership and culture facilitates organizational adaptation over time. The purpose of this paper is to address this gap by using a co-evolutionary perspective to enhance the understanding of this phenomenon. Design/methodology/approach – Data were collected through informant interviews, observations and archival material. Findings – Study findings reveal that leaders can enhance organizational adaptability by creating an appropriate context to guide the co-evolutionary interactions between their leadership strategies, organizational culture and employees towards the ongoing achievement of firm goals. Originality/value – The study enhances the understanding of how leaders facilitate organizational adaptability, especially in a family business context.
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Ko, Sung-Hoon y Yongjun Choi. "Positive leadership and organizational identification: Mediating roles of positive emotion and compassion". Problems and Perspectives in Management 19, n.º 1 (18 de enero de 2021): 13–23. http://dx.doi.org/10.21511/ppm.19(1).2021.02.
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This study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.
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Chang, Yi-Ying. "Multilevel transformational leadership and management innovation". Leadership & Organization Development Journal 37, n.º 2 (4 de abril de 2016): 265–88. http://dx.doi.org/10.1108/lodj-06-2014-0111.
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Purpose – The purpose of this paper is to extend management innovation theory and research by going beyond analysis at a single level. Focussing on management innovation at the lower level in the organizational hierarchy, the authors develop a multilevel framework; in doing so, the authors answer earlier calls for a study of the effects of multilevel transformational leadership (TFL) on management innovation and innovation in general. Design/methodology/approach – This study collected multisource and multilevel data from 169 managers, 423 employees of 141 units from 21 banking service firms in an emerging economy. Findings – The results from hierarchial linear modeling analysis reveal that unit-level TFL was positively related to unit-level management innovation. Furthermore, firm-level TFL was positively associated with firm-level empowerment climate, which in turn enhanced unit-level management innovation. In addition, firm-level empowerment climate strengthened the relationship between unit-level TFL and unit-level management innovation. Finally, the unit-level trust mediates the relationship between firm-level empowerment climate and unit-level management innovation. Practical implications – Firms operate more effectively when they generate management innovation. To help ensure the effectiveness of management innovation, it is essential that firms, especially those from the banking sector, encourage their managers to engage in TFL behaviors. The managers must consider how to utilize their TFL behaviors to create trusting relationships in order to achieve the organizational goals. Firms can also take steps to develop a supportive climate of higher levels of autonomy, delegation, freedom and task accountability, in order to promote higher levels of trust at the lower levels of the organizational hierarchy. Originality/value – The current study develops and tests a mediation model that links firm-level TFL to unit-level management innovation, and identifies unit-level trust as the intermediate outcome. With this theorizing and the findings, the authors deepen the current knowledge regarding the organizational implications of TFL behaviors for management innovation.