scholarly journals Strategic Leadership

Management ◽  
2015 ◽  
Author(s):  
Joanna Tochman Campbell ◽  
Hansin Bilgili
Keyword(s):  
Organizational Behavior ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Vice President ◽  
Strategic Leadership ◽  
Executive Succession ◽  
Top Executives ◽  
Theoretical Perspectives ◽  
Strategic Leaders ◽  
And Performance

Strategic leadership is concerned with studying the characteristics and actions of top organizational leaders—those individuals who are tasked with formulating and implementing the firm’s strategy—and the associated strategic and performance implications. Strategic leadership is rather loosely defined, with no agreed-upon definition to date. Most scholars of strategic leadership agree, however, that strategic leaders include the chief executive officer (CEO) and other non-CEO top executives (sometimes referred to as the CEO’s top team). As such, studies within this stream focus either on the CEO alone or on the entire top management team (TMT). The TMT is generally defined as the CEO’s direct subordinates, or all executives at the level of vice president or above (sometimes referred to as the C-level; for instance, chief financial officer); however, the size of the TMT can vary significantly across organizations. Some scholars choose to include boards of directors in their conceptualization of strategic leadership, recognizing the board’s important advisory, monitoring, and resource provision roles. Because boards of directors are more frequently studied and included in the realm of corporate governance, this article excludes them from review. While research on strategic leadership is a major area within strategy, it often draws from the disciplines of psychology, sociology, organizational economics, and organizational behavior. The resultant literature is broad and diverse, reflecting different theoretical perspectives. In this article, we first introduce a number of relevant textbooks and handbooks, followed by a discussion of key theories in the area. Next, we discuss specific streams of research within the literature on strategic leadership. We conclude with a brief review of the literature on executive succession (i.e., the transition of decision-making responsibilities between different leaders or sets of leaders).

A response to global nonprofits’ succession failure

2019 ◽  
Vol 27 (1) ◽  
pp. 7-10
Author(s):  
Joseph C. Santora
Keyword(s):  
Nonprofit Organizations ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Design Methodology ◽  
Chief Executive ◽  
Executive Succession ◽  
Content Type ◽  
Nonprofit Boards ◽  
Succession Plan ◽  
Executive Officers

Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

BLUE CROSS FREEZES TOP EXECUTIVES' PAY

PEDIATRICS ◽  
1994 ◽  
Vol 94 (1) ◽  
pp. A30-A30
Author(s):  
J. F. L.
Keyword(s):  
New York ◽  
Chief Executive ◽  
Vice President ◽  
Performance Goals ◽  
Top Executives ◽  
Industry Standards ◽  
Blue Shield

ALBANY, Jan. 27 (AP)—The financially troubled Empire Blue Cross and Blue Shield, under fire for its top executives' pay, has frozen the salary of its chief executive at $600,000, officials said today. Empire, New York State's largest insurer, has also frozen the base pay of other top executives, although these officials can get raises if they are promoted or if they significantly exceed performance goals The company has been criticized for Albert Cardone's $600,000 salary. [The vice president of government operations] said the criticism was unfounded because Mr. Cardone is underpaid by industry standards.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

scholarly journals Strategy and sustainability: a strategic logic for engagement with the environment

2015 ◽  
Vol 1 (1) ◽  
Author(s):  
Mike Rosenberg
Keyword(s):  
Energy Efficiency ◽  
Chief Executive Officers ◽  
Environmental Performance ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Senior Management ◽  
General Lack ◽  
Sustainability Reports ◽  
Executive Officers ◽  
Strategic Logic

Abstract While many firms today routinely publish sustainability reports, work to increase their energy efficiency and market some part of their products or services to customers who are in some way interested in their environmental performance, there still appears to be a general lack of engagement on the issue of the environment from Chief Executive Officers and members of Boards of Directors. Despite years of effort and thousands of scholarly articles, academia has yet to develop a compelling framework with which to engage Senior Management. The article proposes such a framework based on an idea called environmental sensibility and the degree of compliance a firm chooses to pursue.

Boards and governance of state-owned enterprises

2014 ◽  
Vol 14 (2) ◽  
pp. 238-251 ◽  
Author(s):  
Samuel Nana Yaw Simpson
Keyword(s):  
Corporate Governance ◽  
Public Sector ◽  
Boards Of Directors ◽  
Evaluation Criteria ◽  
Executive Directors ◽  
Middle Income ◽  
Content Type ◽  
And Performance ◽  
Legal Frameworks ◽  
State Enterprises

Purpose – This study aims to examine the structure, attributes, and performance of boards of directors of state-owned enterprises (SOEs) within the broader context of public sector governance. This is informed by the less attention given to the concept among public sector organizations despite efforts to make state enterprises more effective and efficient, especially in developing and middle income countries. Design/methodology/approach – Data was collected through questionnaires self-administered in 2010 to all 25 SOEs in Accra, Ghana, out of the 29 nationwide. Some key officials were interviewed and documentary evidence analyzed to achieve triangulation of data and results. Findings – Results show that state-owned enterprises have boards and comply with the minimal governance issues outlined the legal frameworks establishing them. However, they exhibit significant weaknesses in the areas of board performance evaluation, criteria for board appointment, the balance of executive directors and non-executive directors, and other board characteristics, indicating a departure from general practices. Practical implications – Findings suggest the need for a tailored corporate governance framework or code for state-owned enterprises in developing countries. Originality/value – Compared to the literature, this study provides insight on boards from the perspective of state enterprises in ensuring good corporate governance, particularly in the context of a middle income country (Ghana).

scholarly journals Microfinancing, governance, and performance: a South Asian perspective

2018 ◽  
Vol 23 (46) ◽  
pp. 247-265 ◽  
Author(s):  
Asif Saeed ◽  
Attiya Y. Javed ◽  
Umara Noreen
Keyword(s):  
South Asian ◽  
Social Performance ◽  
Bank Regulation ◽  
Chief Executive ◽  
Microfinance Institutions ◽  
Board Size ◽  
Content Type ◽  
Urban Market ◽  
And Performance ◽  
Loan Size

Purpose This paper aims to investigate the relationship between microfinance institutions (MFIs) governance and performance. Design/methodology/approach Using a sample of 215 MFIs from six South Asian countries over the period from 2005 to 2009, the authors examine the effect of chief executive officer (CEO) duality, board size, female CEO, urban market coverage, bank regulation and lending type on financial and social performance of MFIs. Findings The findings provide evidence that, on the one hand, empowered CEO, large board size and individual lending improve the MFI financial performance and, on another hand, bank regulation and serving in the urban market have a significant association with MFIs’ social performance. In an additional analysis, the authors also test this relationship before, during and after the financial crisis of 2007. During crisis period, MFIs’ individual lending reduces the operational cost and bank regulation increases the average loan size in South Asian MFIs. Originality/value Those studies that are presented in the literature review conclude their result on the bases of global, European, East African and specific to some countries sample. There is no study presented in the whole literature on South Asian sample, in which all countries really face the problem of poverty.

scholarly journals A perspective on embracing emerging technologies research for organizational behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jestine Philip
Keyword(s):  
Organizational Behavior ◽  
Emerging Technologies ◽  
Analytical Techniques ◽  
Organizational Level ◽  
Tight Coupling ◽  
Content Type ◽  
Individual Level ◽  
Theoretical Perspectives ◽  
Tightly Coupled ◽  
Oriented Research

Purpose Emerging technologies are capable of enhancing organizational- and individual-level outcomes. The organizational behavior (OB) field is beginning to pursue opportunities for researching emerging technologies. This study aims to describe a framework consisting of white, black and grey boxes to demonstrate the tight coupling of phenomena and paradigms in the field and discusses deconstructing OB’s white box to encourage data-driven phenomena to coexist in the spatial framework. Design/methodology/approach A scoping literature review was conducted to offer a preliminary assessment of technology-oriented research currently occurring in OB. Findings The literature search revealed two findings. First, the number of published papers on emerging technologies in top management journals has been increasing at a steady pace. Second, various theoretical perspectives at the micro- and macro- organizational level have been used so far for conducting technology-oriented research. Originality/value By conducting a scoping review of emerging technologies research in OB literature, this paper reveals a conceptual black box relating to technology-oriented research. The essay advocates for loosening OB’s tightly coupled white box to incorporate emerging technologies both as a phenomenon and as data analytical techniques.

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