Organizational leadership as a factor of building corporate culture and performance

2018 ◽  
Vol 2 (2) ◽  
pp. 15-24
Author(s):  
Jiaqi Sun
Keyword(s):  
Leadership Development ◽  
Cultural Values ◽  
Leadership Style ◽  
Corporate Culture ◽  
Management System ◽  
Health And Safety ◽  
Development Trend ◽  
Review Literature ◽  
Future Research ◽  
The Impact

Organizations encounter the challenge of lacking leadership development pipelines and changing demographics in the workplace. The paper aims to review literature on leadership and its relationship with organizational culture and motivate organizations to embark on change initiatives to continually improve their occupational health and safety (OHS) operations. The key objectives are helping organizations understand the relationship between leadership and OHS performance and how cultural values help connect the dot between them, putting leadership styles into context by focusing on internal factors that impact on an organization, highlighting the development trend of OHS risk management industry throughout the discussion, focusing on some practical guideline on implementing OHS improvement initiatives, introducing the correlation between leading and lagging indicators as a measure of the effectiveness of leadership in enhancing OHS performance. The study develops a framework of operation transmission mechanism that embraces an OHS management system (OHSMS), describes the delivery of cultural value and the impact on workers’ behavior. The outcome of this applied research presents industry good practices that are field tested expertise and guides organizations implement an OHSMS that facilitates organizational leaders to deliver cultural values with appropriate leadership style and organizational health. The OHSMS encompasses, amongst others, policy, process, procedure, standards and techniques. And the design of such a management system is recommended for future research.

Pengaruh Budaya Terhadap Akuntansi, Auditing Dan Praktik Akuntansi Internasional

2016 ◽  
Vol 3 (1) ◽  
pp. 78-95
Author(s):  
Priyastiwi Priyastiwi
Keyword(s):  
Cultural Values ◽  
Leadership Style ◽  
Financial Reporting ◽  
National Level ◽  
Deep Understanding ◽  
Cultural Dimensions ◽  
Financial Disclosure ◽  
Cross Cultural Differences ◽  
The Future ◽  
The Impact

The purpose of this article is to provide the basic model of Hofstede and Grays’ cultural values that relates the Hofstede’s cultural dimensions and Gray‘s accounting value. This article reviews some studies that prove the model and develop the research in the future. There are some evidences that link the Hofstede’s cultural values studies with the auditor’s judgment and decisions by developing a framework that categorizes the auditor’s judgments and decisions are most likely influenced by cross-cultural differences. The categories include risk assessment, risk decisions and ethical judgments. Understanding the impact of cultural factors on the practice of accounting and financial disclosure is important to achieve the harmonization of international accounting. Deep understanding about how the local values may affect the accounting practices and their impacts on the financial disclosure are important to ensure the international comparability of financial reporting. Gray’s framework (1988) expects how the culture may affect accounting practices at the national level. One area of the future studies will examine the impact of cultural dimensions to the values of accounting, auditing and decision making. Key word : Motivation, leadership style, job satisfaction, performance

scholarly journals HOSPITALITY MANAGEMENT AS A PREREQUISITE OF EFFECTIVE TOURISM DEVELOPMENT IN UKRAINE

2021 ◽  
Author(s):  
Olena Khytra
Keyword(s):  
Quality Of Service ◽  
Corporate Culture ◽  
Management System ◽  
Hospitality Industry ◽  
Professional Competence ◽  
Tourism Industry ◽  
Hospitality Management ◽  
Social Orientation ◽  
The Impact

The hospitality industry acquires the features of an integrative industry, which combines material resources and intangible factors to meet the needs of modern man for comfortable travel and recreation. Hospitality is interpreted as a complex economic, social, cultural, psychological phenomenon, the impact of which on the development of the tourism industry determines the effect of synergy from the combination of tourist resources and quality of service. The author of article proposes to consider hospitality management as a multilevel dynamic management system for the process of providing services to tourists and vacationers, based primarily on the principles of humanism, tolerance, personalization of hospitality, respect for cultural diversity, priority to meet human needs for quality recreation and physical strength as well as cultural self-development. The social orientation of this system to some extent balances the commercial, purely pragmatic aspect of managing the development of tourism enterprises. A holistic model of hospitality management is based on a harmonious combination of four concepts. They are humanitarian, technological, functional and commercial. The system-forming component of the hospitality sector is a mechanism for managing consumer behaviour, which ensures an optimal balance of supply and demand in the market of hospitality services. The specifics of service in the hospitality industry is that the quality of service affects the emotional perception of tourists in the area and, accordingly, affects the image of the state. Therefore, the mechanism for implementing the service policy should be established through public administration measures. Among the key areas of hospitality management development is the formation of a rational organizational structure, improvement of hospitality marketing and support of corporate culture, the values of which are adequate to the socio-cultural environment of the hospitality industry. The specificity of the hospitality industry is also that an important role in ensuring competitiveness is played by an attractive brand, which stipulates the allocation in the management system of such a component as brand management. Considerable attention should be paid to the innovative development of hospitality enterprises and the constant improvement of professional competence of managers of socio-cultural activities.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

Impact of Asian cultural values upon leadership roles and styles

2020 ◽  
pp. 002085232093598
Author(s):  
Korhan Arun ◽  
Nesli Kahraman Gedik
Keyword(s):  
Leadership Styles ◽  
Cultural Values ◽  
Leadership Style ◽  
Role Theory ◽  
Leadership Roles ◽  
Individual Values ◽  
Western Turkey ◽  
Asian Cultural Values ◽  
The Everyday ◽  
The Impact

In light of an increasingly integrated society, in-depth research is needed to explore how particular perceived values may guide leadership behaviour by measuring the everyday actions of employees. As Asian individual values become collective, there is an increased likelihood that they will be perceived as cultural values that translate into expectations of leadership roles. This article considers the impact of changes in leadership roles from a role theory perspective, based on Asian values leading to changes in leadership styles. The sample is taken from an organised industrial zone which consists of a high immigrant workforce that continues to grow. The research was conducted in western Turkey but has appeared in leading survey results on Asian cultural values. This study found significant symbolic interactionism between values and leadership roles. There were also correlations between roles and leadership styles, since leaders also influence the interpersonal roles of their employees. Among managers involved in decision-making and information processing, an autocratic participative leadership style has emerged. Points for practitioners In every organisation, leaders should be aware of values in their organisations by measuring the everyday actions of employees. To become proficient leaders, they should learn to act in a manner suitable to the roles expected by their subordinates. Furthermore, to be efficient, leaders should adopt what is considered a ‘proper' style through comparison to the indicated roles. In a nutshell, leadership, values and leadership styles are interference acts that affect all processes, from recruitment to strategic management.

The Impact of Corporate Culture on the Absorptive Capacity and Innovative Capacity of Companies

2013 ◽  
Vol 4 (3) ◽  
pp. 36-51
Author(s):  
Enric Serradell López ◽  
Carlos Grau Alguero
Keyword(s):  
Cultural Values ◽  
Corporate Culture ◽  
Absorptive Capacity ◽  
Significant Influence ◽  
Latent Variable ◽  
Management Strategies ◽  
Radical Innovation ◽  
Structural Equations ◽  
The Impact ◽  
Innovative Capacity

The purpose of this study is to gain a better understanding of the influence of corporate culture in the absorptive and innovative capacities of Spanish enterprises. This is an exploratory study conducted involving top managers from a sample of 53 large Spanish companies. An empirical analysis is performed using a structural equations model and bootstrapping methodology. The paper highlights the role of corporate culture as a concept that has a significant influence on the absorptive capacity and also on the innovative capacity of enterprises. The absorptive capacity is presented as a system that makes a work of observation, identification, collection and use of information and knowledge from abroad, which is considered essential to achieving and sustaining competitive advantage. The research performed shows how the different components of absorptive capacity, found in the literature are significant configuring the capacity as a latent variable with economic sense. Furthermore, regarding the sample studied, corporate culture has a significant influence on the innovative capacity. The model explains the influence of culture in the innovative capacity, and in the two components of it, incremental and radical innovation. The investigation has found also some interactions not included in the model proposed, as for example the relationship between the recognition as the part of the absorptive capacity component more related with radical innovation. The empirical model performed need to be replicated with other samples for further findings and possible generalization. Deconstructing corporate culture in eight dimensions permits to use some of them in a prescriptive way. The adoption of certain cultural values and attitudes and the use of management strategies designed to promote these values and attitudes, encourage the company to more easily benefit from the opportunities of their environment, increasing the ability to manage information of the environment.

Analysis of Complexities in Natech Disaster Risk Reduction and Management: A Case Study of Cilegon, Indonesia

2018 ◽  
Vol 13 (7) ◽  
pp. 1298-1308
Author(s):  
Fatma Lestari ◽  
Dicky Pelupessy ◽  
Yasuhito Jibiki ◽  
Fiori Amelia Putri ◽  
Ahmad Yurianto ◽  
...  
Keyword(s):  
Risk Reduction ◽  
Emergency Preparedness ◽  
Disaster Risk Reduction ◽  
Health And Safety ◽  
Disaster Risk ◽  
City Government ◽  
Future Research ◽  
Technological Disaster ◽  
The Impact

Complex disasters may occur as a result of a natural disaster combined with an industrial or a technological disaster. These are also called “natural-hazard triggered technological (natech) disasters.” Currently, there is increasing awareness of the hazards of these natech disasters. Natural disasters could trigger a technological disaster including oil spills and the release of hazardous and flammable materials and toxic chemicals, causing cascading events. The impact of the damage on public health and safety could be catastrophic, as it may result in massive loss of life, environmental destruction, and asset and property loss. Moreover, it could cause business disruptions and affect a country’s reputation. This paper describes a case study on the application of disaster risk reduction and management for natech disasters in Cilegon, Indonesia. We introduce the analysis of risk assessment conducted in Cilegon, the preparedness of the Cilegon City government, a contingency plan that has been developed, and the state of disaster preparedness in industrial zones. Natural and technological disaster risks as well as several emergency preparedness efforts are discussed and multiple stakeholders are identified. The paper serves as a foundation for future research to address natech disasters.

The impact of culture on Chinese employees' work values

2007 ◽  
Vol 36 (1) ◽  
pp. 128-144 ◽  
Author(s):  
Bih‐Shiaw Jaw ◽  
Ya‐Hui Ling ◽  
Christina Yu‐Ping Wang ◽  
Wen‐Ching Chang
Keyword(s):  
Cultural Values ◽  
Work Values ◽  
Future Research ◽  
Chinese Sample ◽  
Content Type ◽  
Chinese Values ◽  
Cultural Exposure ◽  
Starting Point ◽  
Chinese Cultural Values ◽  
The Impact

PurposeThe purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.Design/methodology/approachThe sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.FindingsInteresting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.Research limitations/implicationsBecause China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.Practical implicationsThe findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.Originality/valueThis paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

scholarly journals Cross-Cutting Lessons Learned During the COVID-19 Pandemic—the Walter Reed Army Institute of Research Experience

2021 ◽  
Author(s):  
Jeffrey M Osgood ◽  
Jeffrey W Froude ◽  
Sherri P Daye ◽  
Oscar A Cabrera ◽  
Matthew R Scherer ◽  
...  
Keyword(s):  
Leadership Development ◽  
Medical Research ◽  
Reaction Force ◽  
Health And Safety ◽  
Lessons Learned ◽  
Walter Reed Army Institute ◽  
Research Experience ◽  
Research Organizations ◽  
Pandemic Response ◽  
The Impact

ABSTRACT Introduction At the start of the coronavirus disease 2019 (COVID-19) pandemic, Walter Reed Army Institute of Research (WRAIR) mobilized to rapidly conduct medical research to detect, prevent, and treat the disease in order to minimize the impact of the pandemic on the health and readiness of U.S. Forces. WRAIR’s major efforts included the development of the Department of Defense (DoD) COVID-19 vaccine candidate, researching novel drug therapies and monoclonal antibodies, refining and scaling-up diagnostic capabilities, evaluating the impact of viral diversity, assessing the behavioral health of Soldiers, supporting U.S. DoD operational forces overseas, and providing myriad assistance to allied nations. WRAIR personnel have also filled key roles within the whole of government response to the pandemic. WRAIR had to overcome major pandemic-related operational challenges in order to quickly execute a multimillion-dollar portfolio of COVID-19 research. Consequently, the organization learned lessons that could benefit other leaders of medical research organizations preparing for the next pandemic. Materials and Methods We identified lessons learned using a qualitative thematic analysis of 76 observation/recommendation pairs from across the organization. These lessons learned were organized under the Army’s four pillars of readiness (staffing, training, equipping, and leadership development). To this framework, we added organizing and leading to best capture our experiences within the context of pandemic response. Results The major lessons learned for organizing were: (1) the pandemic created a need to rapidly pivot to new scientific priorities; (2) necessary health and safety precautions disrupted the flow of normal science and put programs at risk of missing milestones; (3) relationships with partners and allies facilitated medical diplomacy and advancement of U.S. national military and economic goals; and (4) a successful response required interoperability within and across multiple organizations. For equipping: (1) existing infrastructure lacked sufficient capacity and technical capability to allow immediate countermeasure development; (2) critical supply chains were strained; and (3) critical information system function and capacity were suddenly insufficient under maximum remote work. For staffing and training: (1) successful telework required rapid shifts in management, engagement, and accountability methods; and (2) organizational policies and processes had to adapt quickly to support remote staffing. For leading and leadership development (1) engaged, hopeful, and empathetic leadership made a difference; and (2) the workforce benefitted from concerted leadership communication that created a shared understanding of shifting priorities as well as new processes and procedures. Conclusions An effective pandemic response requires comprehensive institutional preparedness that facilitates flexibility and surge capacity. The single most important action leaders of medical research organizations can take to prepare for the next pandemic is to develop a quick-reaction force that would activate under prespecified criteria to manage reprioritization of all science and support activities to address pandemic response priorities at the velocity of relevance.

scholarly journals The impact that has had the quality management, on the competitiveness of organizations

2019 ◽  
pp. 9-17
Author(s):  
Manuela Elvia Quiroz-Velázquez ◽  
Marivel Ramirez-Hernández
Keyword(s):  
Quality Management ◽  
Management System ◽  
Health And Safety ◽  
Iso 14001 ◽  
System Model ◽  
Quality Management Systems ◽  
Know How ◽  
The Impact ◽  
Work Management ◽  
Environmental Programme

Overview of quality management systems are essential for the competitiveness of the organizations, since they allow to promote a culture of continuous improvement in the same, higher education institutions are not exempt and is for this reason that they have implemented these systems as in the Nacional Tecnológico de Mexico, which currently has a comprehensive system (System of management of quality (ISO 9001:2015), environmental management (ISO 14001:2015) system, equity of gender (MEG), system model Energy management, health and safety at work management system, recognition of Social responsibility and in some cases the institutional environmental programme (PAI), for it is important to know how they have impacted the community. Some findings about the management system in the Instituto Tecnológico de Toluca, is that, if there is knowledge of the processes, care of environment due to institutional environmental program

scholarly journals The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs

2019 ◽  
Vol 11 (2) ◽  
pp. 436 ◽  
Author(s):  
Faiza Manzoor ◽  
Longbao Wei ◽  
Mohammad Nurunnabi ◽  
Qazi Abdul Subhan ◽  
Syed Irshad Ali Shah ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Organizational Performance ◽  
Leadership Style ◽  
Small And Medium Enterprises ◽  
Design Method ◽  
Primary Data ◽  
Future Research ◽  
Cross Sectional ◽  
The Impact

Leadership style is an important factor that affects the enhancement of organizational performance and employee’s job performance, and what objectives they should pursue, which also makes a profit for their employees or makes another social and economic contribution to society. The present study was developed to observe the impact of transformational leadership on job performance and to investigate the mediating mechanism of corporate social responsibility (CSR). Primary data were collected from the employees by using a cross-sectional design method. Employees who participated in the study are working in the Small and Medium Enterprises (SMEs) of Pakistan. A total of 300 questionnaires were circulated, and 130 were received. The Regression analysis was executed to examine whether CSR mediated the correlation among transformational leadership and job performance. The results of the study suggest that transformational leadership positively and completely predicts job performance. Particularly, the study finds that CSR significantly mediated the effect of transformational leadership on job performance. On the basis of these findings, it can be explicated that transformational leadership, job performances, and CSR are important elements of an organization. These elements can improve organizational performance. Theoretical implications of the recent study are discussed, and offer directions for future research in the area.

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