Unequal egalitarianism

2016 ◽  
Vol 31 (1) ◽  
pp. 19-42 ◽  
Author(s):  
Lynn Gencianeo Chin
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Interpersonal Skills ◽  
Women's Leadership ◽  
Management Style ◽  
Individual Choice ◽  
Female Leaders ◽  
Content Type

Purpose – This paper aims to investigate how organizational structure (i.e. centralized hierarchical vs decentralized egalitarian decision-making) can color leadership evaluations of equivalently positioned men and women independent of their actual leadership style. This study addresses three questions: Are men’s leadership abilities, in terms of competence, dominance and interpersonal skills, evaluated more positively than women when they lead a hierarchical company? Are men and women’s leadership abilities evaluated similarly when they lead an egalitarian company? Do organizational outcomes change these effects? Design/methodology/approach – The research performs an eight-condition online vignette experiment on American community college students. Findings – The findings suggest that organizational structure and outcomes influence how male versus female leaders are perceived. When leading a hierarchical company, male leaders not only gain more in perceived leadership ability when their company succeeds but are also less likely to lose legitimacy when their company fails. When leading successful egalitarian organizations, men and women’s leadership skills are thought to gain similar legitimacy, but when an egalitarian organization fails, perceptions of female leaders’ competence, status dominance and interpersonal skills drop more than those of men. Research limitations/implications – This study’s generalizablity is limited given the sample of participants and the context of the industry utilized in the vignette. Practical implications – This study suggests that women’s promotion into leadership can be impeded by the decision-making structure of the organizations they lead independent of their individual choice in management style. Women leaders face not only disadvantaged evaluations of their leadership abilities in hierarchical organizations but are also not unilaterally advantaged in egalitarian organizations. Originality/value – This paper highlights the need to theoretically examine how organizational structures fundamentally embed gender stereotypes.

A turnaround fuelled by transformational leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mayuree Sengupta
Keyword(s):  
Decision Making ◽  
Transformational Leadership ◽  
Organizational Performance ◽  
Secondary Data ◽  
Management Style ◽  
Early Years ◽  
Annual Reports ◽  
Work Experiences ◽  
Content Type ◽  
The Rich

PurposeThe purpose of this paper is to understand how Chairman and Managing Director (CMD) of the National Research Development Corporation, India, Hanumanthu Purushotham had facilitated a turnaround of the organization and ensured profitability during his tenure there. This is one of the series of interview-based studies that focuses on a South Asian CEO, with the goal of ascertaining his leadership and management style in a volatile situation. This brief paper expounds how leader traits and transformational leadership can positively impact an organizational turnaround and fuel growth.Design/methodology/approachThis paper uses primary interviews and complements the findings with secondary data sources such as annual reports and management literature on leadership trait, transformational leadership and organizational turnaround.FindingsThe study found that socioeconomic factors have a bearing on leadership attributes. In this instance, the CMD's early years, diverse work experiences, bright traits and transformational leadership positively impacted organizational performance. Therefore, not only the qualifications but also the qualities of a leader are pivotal in shaping success of an organization.Originality/valueThe narrative provides an instance of how decision-making driven by strategic leadership can change firm performance. The rich experiences of the India-educated CMD, a government job holder all-through, provides a veteran's view to decision-making in a state-controlled firm and helps us understand how an organization can be transformed in a limited time and with scarce resources.

Influence of age and gender on decision-making models and leadership styles of non-profit executives in Texas, USA

2016 ◽  
Vol 24 (2) ◽  
pp. 186-203 ◽  
Author(s):  
Francis C. Uzonwanne
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategies ◽  
Rational Decision ◽  
Content Type ◽  
Non Profit ◽  
Rational Decision Making ◽  
Significant Difference ◽  
Decision Making Models

Purpose The purpose of this study is to fill the gap by investigating the relationship between age and other demographics on decision-making and leadership styles of executives in the non-profit sector. Design/methodology/approach This study is a quantitative research using correlation analysis and analysis of variance. The quantitative approach establishes facts, makes predictions and tests stated hypothesis and used the Pearson correlation coefficient, the ANOVA and the two-way analysis of variance. This study used surveys to collect data. Findings H1 states that there will be no significant difference in the decision-making models used among non-profit organizational leaders (rational, intuitive, dependent, spontaneous and avoidant) based on demographic variables: gender and age. H2 states that there will be no significant difference in the leadership style used among non-profit organizational executives (selling, telling, delegating and participating) and different dimensions of demographic variables: gender and age. Research limitations/implications This study explored the relationship between the demographics, age and gender and the decision-making models (rational, intuitive, dependent, spontaneous and avoidant) and leadership styles (selling, telling, delegating and participating) of executives in non-profit organizations. The age of the executives also showed to be important factors that influenced executive’s leadership styles and decision-making models as well. Practical implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Social implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Originality/value This is an original piece of research that contributes to the literature on leadership style.

Antecedents and consequences of managerial decision-making styles in the Arabian Gulf

2019 ◽  
Vol 43 (7) ◽  
pp. 811-845 ◽  
Author(s):  
C. Muhammad Siddique ◽  
Hinna Fatima Siddique
Keyword(s):  
Decision Making ◽  
Survey Data ◽  
Arabian Gulf ◽  
Management Style ◽  
Managerial Decision ◽  
Gulf Region ◽  
Managerial Decision Making ◽  
Content Type ◽  
Decision Making Styles ◽  
Antecedents And Consequences

Purpose This paper aims to examine managerial decision-making approaches, their antecedents and consequences in the Arabian Gulf context. Using recent survey data, the study offers a critical assessment of prevailing myths about decision-making styles in the Arabian Gulf. Design/methodology/approach Survey data were collected from a sample of 432 managers working in public and private sector companies in the United Arab Emirates (UAE). A combination of statistical techniques including confirmatory factor analysis (CFA) and hierarchical regression analysis was used to test research hypotheses. Findings The findings of this study question the myth that UAE or Gulf managers mostly pursue consultative and participative styles of management. Most UAE managers continue to practice an autocratic and a pseudo-consultative style of decision-making, undermining the value of employee input in the decision-making process. The data revealed a strong negative relationship between autocratic management style and a range of personal and organizational outcomes such as job satisfaction, organizational commitment, organizational citizenship behavior, performance and innovative human resource management practices pertaining to work-family life balance and diversity programs. Most employees perceived autocratic management style as a major source of job stress, absenteeism and turnover. Socio-demographic characteristics of managers and their work organizations, considered as antecedents of decision-making styles, played a limited role in shaping decision-making approaches or their consequences. Globalization and associated socio-cultural changes that UAE and other Gulf region countries have experienced over the past two decades seem to have only a marginal impact on decision-making styles. Research limitations/implications Use of perceptual survey data places some constraints on the generalizability of our findings. Future research may address this issue with multiple data sources including an in-depth case study. Practical implications The findings of this research should be of special interest to both domestic and multinational companies in seeking alignment of their management approaches with the emerging competitive business environment in UAE and other Gulf countries. Theoretically, the paper documents the value of the continuum theory of managerial behavior in UAE and the Arabian Gulf context. Originality/value The study represents a first major effort to develop and test a comprehensive conceptual model of antecedents and consequences of managerial decision-making styles in UAE, which may be extended to other countries in the Arabian Gulf region. The value-added contribution of the study may be seen in its critical analysis of prevailing beliefs and assumptions about management practices in the Arabian Gulf.

In the uncertain world of Qontrac International: navigating through family, growth and succession management challenges

2018 ◽  
Vol 8 (4) ◽  
pp. 1-31
Author(s):  
Diantha D’Costa ◽  
Virginia Bodolica ◽  
Martin Spraggon
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Family Business ◽  
Management Style ◽  
Managerial Decision ◽  
Succession Management ◽  
Managerial Decision Making ◽  
Content Type ◽  
Family Growth

Learning outcomes Upon completion of this case study analysis, the course audience is expected to achieve four learning outcomes. In particular, students should be able to conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; analyze the specific challenges faced by family-owned enterprises in the context of emerging markets; evaluate the succession management practices in family organizations and design a profile of a successful successor; assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm. Case overview/synopsis This case study unveils the tumultuous story of Vishwanath Shetty, an ambitious entrepreneur who transformed his small venture into a profitable family business with operations in Middle East, Asia and Africa. Since the early establishment of Qontrac International in 1989, he relied on the ownership and management participation of several members of his and his wife’s families. Over the years, Vishwanath was successful in pursuing a strategy of continuous growth and geographic diversification by taking advantage of the business opportunities in several regions and opening up branches in Oman, the United Arab Emirates (UAE), Ghana and India. Yet, almost three decades after its launch, the company was confronted with a number of family, growth and succession management challenges that endangered its survival in the long run. The Shetty family experienced a serious rift due to financial reasons, the performance of the two branches managed by siblings declined, and the old firm structure and management style did not fit well with the newly enlarged and geographically dispersed Qontrac International. To deal with these organizational issues, Vishwanath was faced with an additional dilemma of securing the support of a suitable intra-family candidate who could join the family business and become his successor. By describing the strategic events and family dynamics that shaped the evolution of Qontrac International over time, the case provides an opportunity to assess the effectiveness of managerial decision-making in the context of family firms and provide viable recommendations for ensuring firm survival and longevity. Complexity academic level Upper-level undergraduate audience Graduate audience (in Master of Global Entrepreneurial Management program). Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code Strategy.

Gender and political leadership: Turkish experience

Leadership ◽  
2015 ◽  
Vol 13 (5) ◽  
pp. 615-638 ◽  
Author(s):  
Tuba Inal
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Women Politicians ◽  
Political Leadership ◽  
Analytical Framework ◽  
Women's Leadership ◽  
Political Leader ◽  
Leadership Model ◽  
Political Scene

Women’s political leadership has been ignored both in actual political scene of world’s democracies and by the studies of political leadership. The common perception in both areas has long been that gender difference makes women unfit leaders. More recent studies of gender and leadership as well as various women politicians, on the other hand, emphasized women’s fitness for leadership due to their gendered characteristics. This paper argues that using gender as a determining factor for good or bad political leadership endangers future leadership opportunities for women. An exploration of the experience of Turkey in the 1990s with a woman political leader, Tansu Çiller, and her leadership style in relation to her gender, demonstrates that while gender stereotypes make women’s political leadership to be perceived as ineffective, any argument that is made in its favor in gendered terms faces the risk of being refuted by actual experience hence delegitimizing women’s leadership altogether. Using Crosby and Bryson’s leadership model as an analytical framework to dissect Çiller’s political and ethical leadership and her use of gender in the Turkish context, we can see that gender itself does not make a leader more democratic or ethical and arguing so works against potential women leaders.

Relationship between competitive strategy and construction organisation performance

2016 ◽  
Vol 54 (9) ◽  
pp. 2340-2366 ◽  
Author(s):  
Luqman Oyekunle Oyewobi ◽  
Abimbola Olukemi Windapo ◽  
James Olabode Bamidele Rotimi ◽  
Richard Ajayi Jimoh
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Management ◽  
Competitive Strategy ◽  
Management Style ◽  
Research Approach ◽  
Organisational Performance ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.

Variables influencing teacher autonomy, administrative coordination, and collaboration

2016 ◽  
Vol 54 (1) ◽  
pp. 58-74 ◽  
Author(s):  
Caleb Prichard ◽  
Jana E. Moore
Keyword(s):  
Leadership Style ◽  
Management Style ◽  
Teacher Autonomy ◽  
Working Environment ◽  
Teaching Staff ◽  
Significant Variable ◽  
Content Type ◽  
Program Complexity ◽  
Context Specific ◽  
Coordination And Collaboration

Purpose – Schools often vary in how they balance teacher autonomy (TA) and administrative control, and research suggests that there may be several context-specific variables which may be influential. The purpose of this paper is to determine the influence of program variables on the level of TA, administrative coordination, and administration-staff collaboration in English as a second or other language (ESOL) programs. Design/methodology/approach – Administrators from 130 ESOL programs completed an empirical questionnaire aiming to understand the influence of variables on the level of TA, coordination, and collaboration. The following five variables were hypothesized to be influential based on the literature review: complexity/size; the variability of students’ needs; external pressures; teacher qualifications; and feasibility. Findings – Top-down coordination was significantly influenced by four of the five of the program variables, and collaboration was predicted by two. However, program complexity/size was the only significant variable influencing the reported level of TA. Research limitations/implications – Teachers were not surveyed in this stage of the research. Follow-up research is planned to involve teaching staff. Practical implications – Administrators may benefit from reflecting more on how they coordinate their program by considering the potential influence of context-specific variables highlighted in the research. The findings could influence administrators to adapt their management style potentially leading to a better working environment and improved student learning outcomes. Originality/value – Previous research has looked at the influence of situational variables on leadership style, but research has not explicitly analyzed the effect of context variables on the level of TA and administrative coordination in educational programs.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLE, MANAGEMENT CONTROL SYSTEMS, AND ORGANIZATIONAL CULTURE TOWARD BEHAVIOUR DECISION MAKING

2020 ◽  
Vol 3 (1) ◽  
pp. 245-253
Author(s):  
Deborah Christin Darmawan ◽  
Suwignyo Widagdo ◽  
Hamzah Fansuri Yusuf
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Leadership Styles ◽  
Control Systems ◽  
Leadership Style ◽  
Management Control ◽  
Management Control Systems ◽  
Simultaneous Influence ◽  
Collection Methods

This research aims to know the influence of organizational structure, leadership style,management control systems, and organizational culture toward behaviour decision making.Data collection methods used in this research is a method of questionnaire. The results of thisstudy suggest that the organizational structure of partially against the influential behavioraldecision making, leadership styles partially against the influential behavioral decisionmaking, not management control systems influential partially against the behavior ofdecision-making, and organizational culture has no effect partially against the decisionmaking behavior. Research results also showed a simultaneous influence organizationalstructure, leadership style, management control systems, and organizational culture towardsdecision-making behavior and note that the value of the coefficient of determination60.3%, while the remaining 39.7% is explained by other factors that are not described in thismodel.

scholarly journals Kepemimpinan Perempuan Dalam Pendidikan Islam

2019 ◽  
Vol 1 (2) ◽  
pp. 427-462
Author(s):  
Siti Kafidhoh
Keyword(s):  
Leadership Style ◽  
Boarding School ◽  
Women's Leadership ◽  
Female Leadership ◽  
Female Leaders ◽  
Social Entrepreneurs ◽  
Non Profit ◽  
Dominant Female ◽  
Continuous Progress

Women's Leadership in Islamic Education (Study on Role of Umi Waheeda in Managing Al-Ashriyyah Nurul Iman Islamic Boarding School Parung Bogor). This research found that the most dominant female leadership style shown by Umi Waheeda in managing Pesantren Nurul Iman is the Melati Style, with the main characteristic of simple, polite and wise leadership in all its members. This is also reinforced by the nature of leadership shown by Umi Waheeda with the nature of the mother and iron maden. Umi Waheeda shows maternal traits in directing employees, and has always been a strong and visionary women leader.Another interesting thing found in this study, in the perspective of Umi Waheeda employees, it shows the uniqueness of being a leader so that it becomes a characteristic of female leaders who distinguishes from other leaders including: 1) Umi Waheeda as a strong leader woman, 2) productive leader, by developing various social entrepreneurs; 3) Independent Free Education Initiators, in the sense that without relying on donations from other institutions; 4) The Trusty Leader, by establishing a non-profit institution to provide thousands of orphans and underprivileged people in terms of education, health, and free residence with istiqomah; 5) A progressive leader, provides periodic and continuous progress for the Al-Ashriyyah pesantren Nurul Iman.

The technological impact on real estate investing: robots vs humans: new applications for organisational and portfolio strategies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elaine Worzala ◽  
Lawrence A Souza ◽  
Olga Koroleva ◽  
China Martin ◽  
Alicia Becker ◽  
...  
Keyword(s):  
Real Estate ◽  
Leadership Style ◽  
New Technologies ◽  
Rapid Change ◽  
Management Style ◽  
Revolutionary Change ◽  
Content Type ◽  
Organisational Form ◽  
Organisational Structures ◽  
The Impact

PurposeThe goal of this paper is to present a roadmap for real estate operating companies (REOCs) to transform themselves into tech-centric enterprises.Design/methodology/approachThis qualitative approach is based on the impact of technology on physical real estate assets and organisational structures as reviewed in industry and academic literature, professional experience and current property technology (PropTech) applications.FindingsNew technologies are rapidly changing how investors, tenants and managers use, invest and finance property. The revolutionary change for the industry will be in its organisational and industry structure, away from the traditional hierarchical-mechanistic form to a virtual open-agile-innovative organisational form.Research limitations/implicationsResearch limitations come from the lack of real estate companies utilising the hybrid flipped form of organisational structures.Practical implicationsDue to the current state of the economy, effects of the pandemic and rapid adoption of new technologies, real estate companies are likely to radically change the way they are organised, how they add value, innovate and their leadership/management style.Social implicationsThe revolution in real estate technologisation will not come from the application of these technologies but the rapid change in ideological thought and management leadership style and culture.Originality/valueThe introduction of artificial intelligence/machine learning (AI/ML), blockchain, virtual reality, tablets, cell phones, applications, 5G, etc. is putting pressure on real estate organisations to change. These changes are long overdue and the future, modern real estate company will take a hybrid PropTech form – a company focussed on delivering high-quality products and services to its clients in real time.

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