The determinants and performance consequences of CEO strategic advice seeking

2019 ◽  
Vol 44 (4) ◽  
pp. 232-242
Author(s):  
Alex Vestal ◽  
Rebecca Guidice
Keyword(s):  
Organizational Performance ◽  
Personal Characteristics ◽  
Strategic Leadership ◽  
Upper Echelons Theory ◽  
Advice Seeking ◽  
Seeking Behavior ◽  
Ceo Age ◽  
And Performance ◽  
Strategic Advice ◽  
Organizational Tenure

Leveraging insights from research on strategic leadership, this article theorizes that CEOs’ personal characteristics predict the extent to which CEOs seek strategic advice from executives at other organizations. Further, seeking strategic advice from executives at other organizations is argued to improve organizational performance. The hypotheses are tested with survey data from 287 CEOs of nonprofit agencies in Florida and archival data on organizational performance. Results indicate that CEOs with longer organizational tenure and a higher need for cognitive closure (NFCC) seek less advice from executives at other organizations. Results also show that organizations with CEOs that seek more strategic advice have better performance. These findings contribute to the strategic leadership literature in two general ways. First, through the lens of upper echelons theory, the study highlights three attributes of CEOs that help to explain their advice-seeking behavior: CEO age, CEO organizational tenure, and CEO NFCC. Second, grounded in network theory, the study draws attention to the beneficial effect of CEO advice seeking on organizational performance (i.e. growth in financial donations).

scholarly journals Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya

2021 ◽  
Vol 5 (3) ◽  
pp. 74-85
Author(s):  
Joan Anyango Oracha ◽  
◽  
Martin Ogutu ◽  
Peter K’Obonyo ◽  
Medina Twalib ◽  
...  
Keyword(s):  
Developing Countries ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Mediating Effect ◽  
Strategic Leadership ◽  
Upper Echelons Theory ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
And Performance ◽  
The Relationship

In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.

scholarly journals Top Management Demographics and Performance: An Empirical Investigation of Kenyan State Corporations

2018 ◽  
Vol 10 (1) ◽  
pp. 1
Author(s):  
Rose N. Mkalama ◽  
Vincent N. Machuki
Keyword(s):  
Organizational Performance ◽  
Top Management Teams ◽  
Future Research ◽  
Top Management ◽  
Cross Sectional ◽  
Upper Echelons Theory ◽  
Top Managers ◽  
And Performance ◽  
The Right ◽  
Descriptive Survey

The study investigated the influence of top management demographics on the performance of Kenyan state corporations. Through a cross sectional descriptive survey, data was obtained from 96 Kenyan state corporations using a semi-structured questionnaire and analyzed using both descriptive and inferential statistics. The study findings indicated that top management demographics had a statistically significant influence on the performance of Kenyan state corporations. The study contributes to the upper echelons theory and resource based theory. Policy makers will also benefit in ensuring that the aspects of top management demographics are properly mainstreamed in order to achieve high organizational performance. Managers who are in charge of attracting the top management teams in organizations will benefit in understanding the importance of having top managers with the right demographics in order to drive strategy. Based on the limitations of the study, areas for future research have been highlighted.

Upper Echelons in Professional Sport: The Impact of NBA General Managers on Team Performance

2017 ◽  
Vol 31 (5) ◽  
pp. 466-479 ◽  
Author(s):  
Matthew Juravich ◽  
Steven Salaga ◽  
Kathy Babiak
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Team Performance ◽  
Sport Management ◽  
Personal Characteristics ◽  
Professional Sport ◽  
Strategic Decision ◽  
Upper Echelons ◽  
Upper Echelons Theory ◽  
The Impact

This study integrates upper echelons theory into the sport management literature by investigating general manager (GM) strategic decision-making in the National Basketball Association. Specifically, this research examines individual contextual variables as they relate to the human resource decision-making tendencies of GMs. Utilizing 17 seasons of data on team performance and individual GM characteristics, we estimate two-stage panel regression models to examine the relationship between GM-related variables and organizational performance. We find that both GM technical experience and GM education are positively related to winning and efficiency. The results also illustrate the importance of acquiring elite-level talent and indicate positive returns to GMs whom are able to do so. These findings are relevant for team ownership and suggest a link between organizational performance and the personal characteristics of league GMs. The analysis furthers our understanding of the GM–team player talent–organizational performance relationship in professional sport.

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.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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.

https://imsciences.edu.pk/files/journals/vol12_2/New%201%20MA.864.pdf

2020 ◽  
Vol 12 (2) ◽  
pp. 19-50 ◽  
Author(s):  
Muhammad Siddique ◽  
Shandana Shoaib ◽  
Zahoor Jan
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Service Sector ◽  
Performance Outcomes ◽  
Theory And Practice ◽  
Relational Coordination ◽  
Multiple Sources ◽  
And Performance ◽  
High Level

A key aspect of work processes in service sector firms is the interconnection between tasks and performance. Relational coordination can play an important role in addressing the issues of coordinating organizational activities due to high level of interdependence complexity in service sector firms. Research has primarily supported the aspect that well devised high performance work systems (HPWS) can intensify organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and performance outcomes. Using relational coordination theory, this study examines a model that examine the effects of subsets of HPWS, such as motivation, skills and opportunity enhancing HR practices on relational coordination among employees working in reciprocal interdependent job settings. Data were gathered from multiple sources including managers and employees at individual, functional and unit levels to know their understanding in relation to HPWS and relational coordination (RC) in 218 bank branches in Pakistan. Data analysis via structural equation modelling, results suggest that HPWS predicted RC among officers at the unit level. The findings of the study have contributions to both, theory and practice.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

The Balanced Scorecard

2017 ◽  
Vol 5 (2) ◽  
pp. 1-15
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
New Developments ◽  
Organizational Skills ◽  
The Balanced Scorecard ◽  
Customer Preferences ◽  
Innovation Activities ◽  
Measurement Tools ◽  
Physical Assets ◽  
And Performance

Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balanced scorecard (BSC) is a powerful tool that gives to managers a fast, but comprehensive view of the business including operational measures on customer satisfaction, organization's innovation, activities improvement, as well as financial measurements. In this paper the authors address the BSC and promote the discussion about the strengths and the limitations and pointing out new developments to overcome the today´s business trends.

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