CEO leadership behaviors, organizational performance, and employees' attitudes

2011 ◽  
Vol 22 (1) ◽  
pp. 92-105 ◽  
Author(s):  
Hui Wang ◽  
Anne S. Tsui ◽  
Katherine R. Xin
Keyword(s):  
Organizational Performance ◽  
Leadership Behaviors ◽  
Ceo Leadership

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

scholarly journals Leadership Styles in Vietnamese Small and Medium Enterprises

Webology ◽  
2021 ◽  
Vol 18 (2) ◽  
pp. 317-346
Author(s):  
Tien Dat LE ◽  
Phong Tuan NHAM
Keyword(s):  
Data Analysis ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Small And Medium Enterprises ◽  
Qualitative Approach ◽  
Theoretical Contribution ◽  
Laissez Faire ◽  
Medium Enterprises

Leadership and leadership styles are considered as decisive factors to the success and failure of small and medium enterprises (SMEs). The objectives of the paper are to identify benefits and drawbacks of applying three major leadership styles, namely autocratic, democratic and laissez-faire styles of Vietnamese SMEs leaders, who are working in various business fields. The qualitative approach was used to explore the perceptions of 51 Vietnamese SME managers, and the N-vivo software was useful in data analysis. The theoretical contribution, therefore, can be seen by the in-depth investigating on the leadership styles from the multi-dimensional viewpoints of SMEs leaders in the culture context of one Asian emerging nation such as Vietnam. The paper is also expected to be useful for SME managers to better understanding leadership styles, in order to adjust and perfect their leadership behaviors for more effective managerial and organizational performance.

Leadership behaviors to increase employee commitment

2020 ◽  
Vol 34 (3) ◽  
pp. 51-53
Keyword(s):  
Organizational Performance ◽  
Design Methodology ◽  
Affective Commitment ◽  
Leadership Behaviors ◽  
Group Level ◽  
Content Type ◽  
Important Group ◽  
Pertinent Information ◽  
Practical Implications ◽  
Employee Teams

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Provision of support to employee teams and groups enables both directive and supportive leaders to achieve positive employee outcomes. The affective commitment that emerges facilitates important group-level helping behaviors which can lead to superior organizational performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals IMPACT OF GLOBAL LEADERSHIP BEHAVIORS ON PERFORMANCE OF MULTINATIONAL COMPANIES

2019 ◽  
Vol 7 (3) ◽  
pp. 661-670 ◽  
Author(s):  
Rabiul Islam ◽  
Muhammad Fuad Othman ◽  
Nazariah Osman ◽  
Md. Abu Raihan
Keyword(s):  
Organizational Performance ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Goal Attainment ◽  
Leadership Behaviors ◽  
Multinational Companies ◽  
Global Leadership ◽  
Performance Criteria ◽  
Task Completion ◽  
The Impact

Purpose of Study: The aim of this study is to influence the global leadership behaviors on performance in multinational companies. The leadership of multinational companies has become a prominent issue in the 21st century. Organizational performance depends on the leadership style and behavior of the organization. It is also viewed as the survival and profitability of an organization in which its measurement is primary both in manufacturing and services. On the other hand, transactional leadership focuses mainly on goal attainment and transactional leaders are focused on task completion and have fewer emphasis on the emotions and challenges of subordinates or employees. Methodology: The data for this study were obtained from existing literatures on the impact of global leadership behaviors on the performance of multinational companies. The methodology heavily relied on existing previous literatures on the subject being dealt with. Results: Transactional leadership was explicated as the style of leadership that focuses on meeting specific goals or performance criteria and the development of followers and their needs. Relations-oriented leaders are different from task-oriented leaders. On this side of the spectrum, relations-oriented leaders tend to focus more on developing a close relationship with their employees. Implications: Transactional leadership style lacks supervision and influence on subordinates from leaders, as they indulge themselves from any situation that threatens or confronts them; therefore, the responsibilities are shifted on the employees.

scholarly journals How Leadership Behaviors Affect Organizational Performance in Pakistan

2012 ◽  
Vol 4 (6) ◽  
pp. 354-363 ◽  
Author(s):  
Muhammad Akram ◽  
Liaqat Ali . ◽  
Muhammad Muazzam Mughal .
Keyword(s):  
Organizational Performance ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Leadership Behavior ◽  
Pooled Analysis ◽  
Public And Private ◽  
Private Organizations ◽  
Support For Innovation ◽  
Private And Public ◽  
Organizational Performances

The purposes of this study are to analyze which leadership behavior is most closely related with organizational performances based on both leader’s and employee’s perceived; and to what extent leadership behaviors have impact on organizational performances in public and private organizations. Two questionnaires were developed to capture leaders’ behaviors and employees’ responses. Sample comprises of five hundred managers and five hundred employees of different private and public sector organizations of Pakistan. Correlation analysis and regression analysis are used to analyze relationship and effects of leadership behaviors with and on organizational performances. Results indicate that: firstly, all leadership behaviors are positively interrelated with leader is perceived and employee has perceived organizational performances. Secondly, only monitoring leadership behavior has significant positive impact on leader’s and employee’s perceived organizational performance based on individual analysis; whereas, innovative role modeling, support for innovation, recognition and monitoring leadership behaviors have significant positive impact on leader’s perceived and employee’s perceived organizational performances based on pooled analysis.

scholarly journals Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

2016 ◽  
Vol 1 (2) ◽  
pp. 1-16 ◽  
Author(s):  
Raju Uprety
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Leadership Style ◽  
Chief Executive Officer ◽  
Research Work ◽  
Chief Executive ◽  
Mediating Effect ◽  
Ceo Leadership ◽  
The Impact ◽  
The Relationship

The impact of Chief Executive Officer (CEO) leadership style on the profitability of an organization has been a major concern of much academic research work in the past. However, there seems to be no consensus on this issue. It is generally believed that leaders influence organizational performance through those they lead. Therefore, employee job satisfaction is hypothesized to have a mediating effect on the relationship between the CEO leadership style and the profitability of an organization. This study, conducted among 136 employees of 17 finance companies in Nepal during December 2013, found a very weak relationship between the CEO leadership style and the profitability of an organization. The study also refuted the mediating effect of job satisfaction on the relationship between the CEO leadership style and the profitability of an organization. The findings support the contextualists view on the leadership-performance debate. The probable reasons and implications of the findings are discussed.Journal of Business and Management Research Vol.1(2) 2016, pp.1-16

Feedback and Feedforward Dynamics

2017 ◽  
pp. 207-232 ◽  
Author(s):  
Ana Martins ◽  
Isabel Martins ◽  
Orlando Petiz Pereira
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Knowledge Creation ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Leadership Behaviors ◽  
Primary Data ◽  
University Graduates ◽  
Knowledge Creation And Sharing

This study reflects on the relationship between organizational learning and the constructs of exploration and exploitation inherent in ambidextrous learning. Extant theories reveal a dynamics in levels and flows of learning, feedforward and feedback, including two learning loops, ‘exploitation' and ‘exploration'. Universities are appropriate environments to foster knowledge creation and sharing. Collaborative learning environments stimulate knowledge creation and sharing by implementing distributed leadership behaviors that energize individuals to innovate and explore new ideas. Further analysis demonstrates that the social cognitive approach to learning is part and parcel of organizational learning. The fundamental premise in dissimilar leadership behaviors supports aspects of organizational learning. Leadership self-efficacy and its link with learning promote high levels of employee engagement and satisfaction as well as organizational performance. A culture of innovation is fundamental for organizations with transactional and transformational leadership behaviors. Primary data was gathered from a sample of university students from under and postgraduate Business and Economics degree programs. This study further ascertains whether University graduates gain awareness of a range of values that promote knowledge creation and nurture leadership self-efficacy.

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