Strategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend

2020 ◽  
Vol 46 (7) ◽  
pp. 1191-1204
Author(s):  
Luis L. Martins
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Leadership Theory ◽  
Strategic Leadership ◽  
Senior Leaders ◽  
Demographic Diversity ◽  
Diversity And Inclusion ◽  
Diversity Leadership

An organization’s senior leaders, given their positions at the apex of power within the organization, shape its vision, strategies, organizational design, and culture. Yet the research on diversity has not sufficiently held them to account for the dynamics of demographic diversity and inclusion within their organizations and for producing performance benefits from diversity. This paper proposes that a fuller understanding of diversity and inclusion requires a focus on senior leaders’ roles in diversity leadership. Specifically, drawing on strategic leadership theory, it proposes a framework for strategic diversity leadership that focuses on the role of senior leaders in shaping the meaning of diversity in their organizations. It proposes that how senior leaders envision diversity within their organizations and symbolize its value in their communications and actions affects the extent and nature of diversity and inclusion, and through them a range of benefits to organizational performance. It also discusses potential antecedents affecting strategic diversity leadership and calls for the development of a theory of strategic diversity leadership.

scholarly journals Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

2020 ◽  
Vol 11 (4) ◽  
pp. 10
Author(s):  
Patrick M. Mutisya ◽  
Peter K'Obonyo ◽  
Kennedy Ogollah ◽  
James M. Njihia
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Primary Data ◽  
Organizational Ambidexterity ◽  
Cross Sectional ◽  
Mediating Role ◽  
Study Results

The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

scholarly journals The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

2021 ◽  
Vol 21 (1) ◽  
pp. 81
Author(s):  
Yohannes Enggar Riyadi ◽  
Lucy Warsindah ◽  
Agus Adriyanto ◽  
Dangan Waluyo
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Organizational Performance ◽  
Strategic Leadership ◽  
Control Mechanisms ◽  
Information Control ◽  
And Control ◽  
The Relationship ◽  
Moderating Role

<p><em>This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with</em><em> </em><em>supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. <strong>First</strong>, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). <strong>Second</strong>, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. <strong>Third</strong>, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance</em><em>.   </em><strong></strong></p>

scholarly journals Strategic Leadership and Organizational Performance of Directorate of Criminal Investigations in Nairobi County, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 166-185
Author(s):  
Eswari Njoki Bose ◽  
Priscillah Ndegwa
Keyword(s):  
Organizational Performance ◽  
Corporate Culture ◽  
Strategic Change ◽  
Secondary Data ◽  
Leadership Theory ◽  
Strategic Leadership ◽  
Management Competencies ◽  
Total Study Population ◽  
Ethical Practices ◽  
Criminal Investigations

Performance of an organization relies on the strategic moves and direction that it makes. For all strategies formulated to work, the leadership itself must be strategic. The security sector in Kenya has been faced with a myriad of challenges ranging from low public confidence, poor leadership, incompetence, poor housing and other facilities, limited funding and above all poor strategy formulation and implementation. Strategic leadership is the leader's ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary. This general objective of this study was to establish the influence of strategic leadership on the organizational performance of the Directorate of Criminal Investigations in Nairobi City County, Kenya. The specific objectives of this study were to establish the influence of management competencies on organizational performance of the DCI, to examine the effect of corporate culture on organizational performance of the DCI, to establish the influence of shareholder involvement on organizational performance of the DCI and to determine the effect of ethical practices on performance of the DCI. The study was anchored on trait leadership theory, path-goal leadership theory and the transformation leadership theory. The study used descriptive research design. The target population of this study comprised the senior officers from the 10 units in the DCI in Nairobi City County who total to 141. Stratified random sampling was used to select the sample size of 42 which is 30 percent of the total study population. The study used both primary and secondary data. Primary data was collected using a semi structured questionnaire to be administered to the officers through drop and pick later method. Secondary data was obtained from the DCI strategic plans, records, annual reports and human resource data base. Data collected was analysed through descriptive and inferential statistics by the use of SPSS. Findings were presented by use of tables, frequencies, percentages, means and standard deviation. The study found that given the significance of significance of the variance (p-Value < 0.05) and F-Value is 44.283 and further supported by R-Square = 0.76, it was concluded that management competencies, corporate culture, stakeholder involvement, and ethical practices are all essential strategic leadership aspect that require complete adoption if performance of an organization has to improve to the desired level. Of particular importance to achieve this performance include professional trainings, staff capacity building, possession of exemplary skills and ability, service without fear or favour, and believing in delivery of quality service. The findings of the study will be useful to the security organs in the National Police Service and other security organs within the Republic of Kenya.

Understanding Strategic Skills of Managers for First-Time Leadership in Industry 4.0

2021 ◽  
pp. 367-388
Author(s):  
Bulent Akkaya ◽  
Semra Tetik
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Industry 4.0 ◽  
Descriptive Analysis ◽  
Leadership Skills ◽  
Strategic Leadership ◽  
And Performance ◽  
First Time ◽  
Strategic Skills

Strategic skills of managers, which are closely interrelated concept with organizations' performance, have effects on organizations' performance. In this context, this study aims to examine the role of strategic leadership skills of managers of manufacturing SMEs operating in Turkey in in perspective of first-time leadership in Industry 4.0 age. Two questionnaires were used to get data on a five-point Likert scale. The data were collected from 225 employees from SMEs. Data was analyzed with the help of SPSS (V.22.0.) program to apply Descriptive Analysis, Correlation Analysis and Regression Analysis. Results of the study revealed that strategic leadership skills of managers have important role in manufacturing SMEs for competitive advantage and sustainability. Finally, strategic leadership skills significantly can improve organization climate and performance of organizations. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership skills, organizational performance and organizational climate in Industry 4.0.

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