scholarly journals Implementing Sustainable Human Resources Practices: Leadership Style Matters

2020 ◽  
Vol 12 (5) ◽  
pp. 1794 ◽  
Author(s):  
Jaewan Yang ◽  
Joon Yeol Lew
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
High Performance ◽  
Team Effectiveness ◽  
Organizational Innovation ◽  
Mainland China ◽  
Strategic Human Resource Management ◽  
Organizational Goals ◽  
Frontline Managers

Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers’ three leadership styles on the association between HPWSs and employees’ perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers’ leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.

scholarly journals Impact of Leadership Styles on Organizational Performance

2021 ◽  
pp. 1-10
Author(s):  
Ebrahim Hasan Al Khajeh
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Organizational Goals ◽  
Organization Leadership ◽  
The Impact

Leadership is one of the key determinants associated with the success and failure of any organization. Leadership style is the manner in which people are directed and motivated by a leader to achieve organizational goals. This study examines the impact of leadership styles on the organizational performance.

Connecting the Links Between Leadership Styles and Virtual Team Effectiveness

2018 ◽  
Vol 26 (02) ◽  
pp. 185-205
Author(s):  
Raushan Gross
Keyword(s):  
Theoretical Model ◽  
Small Business ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategy ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Team Leaders ◽  
Policy Makers ◽  
Virtual Domain

This research attempted to connect the links between leadership styles and virtual team effectiveness. Linking leadership styles with virtual team effectiveness can result in virtual esprit de corps, which has been ignored in the literature. A theoretical model is provided and presents these links based on leadership style characteristics. Each style characteristic is matched with an effectiveness dimension, which was culled from supporting studies in the virtual domain. What this research provides, that others did not, is a topical view of leadership in a virtual context. The conceptualization and development of these links contribute to researchers, team leaders and managers, organizational theory, small business strategy, and policy makers involved in virtual configurations.

Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment

2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Competitive Advantage ◽  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Business Environment ◽  
Organizational Goals ◽  
Current Information ◽  
The Right

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.

scholarly journals The Effect of Autocratic, Participative, and Delegation Leadership on Work Motivation of Indonesian Navy Personnel

2019 ◽  
Vol 7 (05) ◽  
Author(s):  
Heribertus Yudho Warsono ◽  
Budiyanto ◽  
Akhmad Riduwan
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Performance ◽  
Work Motivation ◽  
Significance Level ◽  
Organizational Goals ◽  
Participatory Leadership ◽  
Autocratic Leadership ◽  
Navy Personnel

The purpose of the study was to determine the effect of autocratic leadership style (X1), participatory (X2) and delegation (X3) on work motivation (Y) Navy Personnel. The research method used was a questionnaire with a sample of 55 people. Measurement of variables using Linkert scale techniques with 1-5 weighting values. To find out the relationship between variables X1, X2 and X3 to Y using statistical techniques correlation analysis, simple linear regression, and multiple linear regression, and to test the significance level using the test which is processed using the Statistical Product and Service Solution (SPSS) version 15 program. The conclusion of this study is that there is a strong influence from the autocratic leadership style, participatory and delegation on the work motivation of the Indonesian Navy Personnel. Then it was recommended to the Leaders at the Indonesian Navy Officers, to be able to maintain and continue to develop autocratic leadership styles, participatory leadership styles, and Delegation leadership styles to better achieve organizational goals. Increased work motivation can be done by increasing the ability of officers through training or leadership for Navy Personnel who have good work performance, giving incentives or rewards to outstanding soldiers and civil servants.

scholarly journals EFFECTS OF LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF SELECTED SMALL SCALE ENTERPRISES IN IKOSI-KETU COUNCIL DEVELOPMENT AREA OF LAGOS STATE, NIGERIA

2012 ◽  
Vol 01 (07) ◽  
pp. 100-111
Author(s):  
Obiwuru Timothy C. ◽  
Okwu, Andy T. ◽  
Akpa, Victoria O. ◽  
Nwankwere, Idowu A.
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Small Scale ◽  
Performance Outcome ◽  
Transactional Leadership Style ◽  
And Performance ◽  
Transformational Leadership Style

This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.

scholarly journals BUSINESS LEADERSHIP EFFECTIVENESS: KAZAKHSTAN APPROACH

2019 ◽  
Vol 7 (10) ◽  
pp. 1-12
Author(s):  
Keun Jung Lee ◽  
Alma Alpeissova ◽  
Ayaulym Akisheva
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Organizational Development ◽  
Leadership Style ◽  
Research Method ◽  
Employee Performance ◽  
Business Sector ◽  
Business Leadership ◽  
Business Executives ◽  
Development Processes

This is interest in the research of the leadership in business sector in Kazakhstan and in the responder’s attitude and preferences as to the leadership styles business executives employ, taking into consideration the developing stage of business activities in Kazakhstan. This study focus on the analysis of the leadership styles with employee performance and the survey research method was used. The questions were arranged according to six point Likert scale. Kazakhstan employees prefer such leadership styles as transformational, father, democratic, transactional and in some cases authoritative leadership styles. Kazakhstani employees prefer to be heard and supported, prefer to be a part of the organizational endeavors, contribute and add value to organizational development. Furthermore, as the study shows, Kazakhstani employees reject the coercive leadership style. They do not want to be a part of an organization, where force and ignorance of people’s values are considered to be as a normal attitudes. Nowadays within the development processes in Kazakhstan, leadership has big influence on organizational performance and company’s effectiveness.

scholarly journals Leadership Style and Competence Against State Apparatus Performance (Study at the Regional Secretariat Office of North Barito Regency)

2021 ◽  
Vol 1 (01) ◽  
pp. 1-6
Author(s):  
Normila Normila ◽  
Hairudinor Hairudinor ◽  
Siswanto Rawali ◽  
Abdurrahman Abdurrahman
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Significant Influence ◽  
Performance Study ◽  
Organizational Goals ◽  
Community Needs ◽  
Organization And Management ◽  
Key Factor ◽  
Measuring Achievement ◽  
Work Done

Leadership is a key factor in the success of an organization and management that directs the work of organizational members to achieve organizational goals. Measurement of organizational performance needs to be carried out in ensuring the understanding of the implementers and measuring achievement, ensuring the achievement of an agreed performance scheme, monitoring and evaluating performance with a comparison between work and implementation schemes, providing objective rewards and punishments for performance achievements that have been measured according to the measurement system has been agreed upon, making it a means of communication between employees and leaders in an effort to improve organizational performance, ensure that decisions are made objectively and reveal problems that occur. This study proves that have significant influence simultaneously and there is a partial significant influence leadership style and competence on the Performance of Administrative At the Regional Secretariat North Barito regency of 66.3% while the remaining 33.7% is influenced by other variables that are not included in this research model. Leaders should continuously provide high motivation so that work is done well, provide polite service to the community, provide what the community needs, work in accordance with leadership directions, and are willing to take full responsibility for the risks in every work done.

scholarly journals Transformational leadership and employees' perception of supply chain integration and organizational performance: The case of textile industry in Vietnam

2021 ◽  
pp. 159-168
Author(s):  
Thi Van Anh Bui ◽  
Thi Thuy Hang Pham ◽  
Xuan Trang Phung ◽  
Cong Thanh Le ◽  
Ngoc Toan Nguyen
Keyword(s):  
Transformational Leadership ◽  
Supply Chain ◽  
Organizational Performance ◽  
Leadership Style ◽  
Textile Industry ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Supply Chain Integration ◽  
The Impact ◽  
The Relationship

The objective of this article is to evaluate the impact of Transformational Leadership on Organizational Innovation, Supply chain Integration and Organizational Performance. Research was carried out on 562 Vietnamese textile and garment enterprises. We use Smart PLS 3.6 software for data analysis. The results show that Transformational Leadership had a positive impact on Organizational Innovation, Supply chain Integration and Organizational Performance. In addition, the Supply chain Integration plays a role as a complete mediate in the relationship between Organizational Innovation and Organizational Performance. Size has a statistically significant moderate role on the relationship between Organizational Innovation and Organizational Performance. Finally, the leader qualification has a statistically significant moderate role in the relationship between Transformational Leadership and Organizational Performance. From the above results, we recommend the leaders of Vietnamese textile and garment enterprises to improve leadership capacity, apply a transformational leadership style to improve organizational performance.

Strategic Human Resource Management and Organizational Performance

2012 ◽  
pp. 87-101
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

2021 ◽  
pp. 239395752110443
Author(s):  
Deogratias Bugandwa Mungu Akonkwa ◽  
Elie Lunanga ◽  
Joseph Bahati Mukulu ◽  
Toussaint Ciza Bugandwa ◽  
Elizabeth Furaha Mwaza
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Three Dimensions ◽  
Moderator Variable ◽  
Democratic Leadership ◽  
Post Conflict ◽  
Significant Difference ◽  
Autocratic Leadership

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

Sign in / Sign up

Export Citation Format

Share Document