scholarly journals The Effects of Green Transformational Leadership on Adoption of Environmentally Proactive Strategies: The Mediating Role of Green Engagement

2021 ◽  
Vol 13 (6) ◽  
pp. 3366
Author(s):  
Stanley Y. B. Huang ◽  
Chih-Wen Ting ◽  
Ming-Way Li
Keyword(s):  
Transformational Leadership ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Potential Growth ◽  
Mediating Role ◽  
Upper Echelons Theory ◽  
Curve Model ◽  
Novel Concept

To explore key antecedents of environmentally proactive strategies, this work uses upper echelons theory to examine a novel concept-green engagement with its antecedents (green transformational leadership) and consequence (environmentally proactive strategies). This work employed a potential growth curve model with 501 CEOs and top management teams of technology manufacturing businesses in Greater China at three times over eight months to analyze the theoretical model. The results of this work showed that the green transformational leadership of CEOs significantly predicts positive changes of green engagement of top management teams, which consequently predicts environmentally proactive strategies. These findings provide theoretical insights for the field of environmental development that can advance the literature on environmentally proactive strategies.

Ceo Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams

2008 ◽  
Vol 51 (1) ◽  
pp. 81-96 ◽  
Author(s):  
Amy E. Colbert ◽  
Amy L. Kristof-Brown ◽  
Bret H. Bradley ◽  
Murray R. Barrick
Keyword(s):  
Transformational Leadership ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Goal Importance

The Inclusion of CIOs in Top Management Teams

2016 ◽  
Vol 29 (3) ◽  
pp. 37-52 ◽  
Author(s):  
Wenhong Luo
Keyword(s):  
Organizational Factors ◽  
Top Management Teams ◽  
Top Management ◽  
Data Set ◽  
Top Executives ◽  
Firm Diversification ◽  
Upper Echelons Theory ◽  
Role Of It ◽  
The Relationship

The inclusion of the CIO in the top management team (TMT) is one indicator of how top executives view the role of IT within their firms. This study draws upon the upper echelons theory to examine the organizational factors contributing to the CIO inclusion. A panel data set is used to empirically test the hypotheses. The results show that TMT age and firm diversification are found to be linked to the CIO inclusion. The study contributes to an understanding of the relationship between the CIO and TMT and provides a potential measure of IT importance within firms.

Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership

2016 ◽  
Vol 37 (7) ◽  
pp. 912-935 ◽  
Author(s):  
Xiaofeng Zheng ◽  
Zhiying Liu ◽  
Xiuyuan Gong
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Upper Echelons Theory ◽  
Attention Scope ◽  
The Relationship

Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

How Top Management Teams Use Management Accounting Systems to Implement Strategy

2006 ◽  
Vol 18 (1) ◽  
pp. 21-53 ◽  
Author(s):  
David Naranjo-Gil ◽  
Frank Hartmann
Keyword(s):  
Management Accounting ◽  
Firm Strategy ◽  
Top Management Teams ◽  
Strategy Implementation ◽  
Management Teams ◽  
Survey Study ◽  
Top Management ◽  
Accounting Systems ◽  
Management Accounting Systems

In this paper we investigate how top management teams (TMTs) use management accounting systems (MAS) for strategy implementation. Consistent with upper echelon theory we argue that professional and administrative TMTs differ in their use of MAS, which in turn affects the implementation of strategic policies. We extract three dimensions of MAS use from extant research on the MAS-strategy relationships. We further distinguish between sets of strategic objectives aimed at cost reduction and flexibility enhancement as part of an overall firm strategy. Hypotheses are developed and tested in a survey study among 884 TMT members in all 218 general hospitals in Spain, forming 92 complete TMTs. Overall, we find systematic differences between professional and administrative TMTs in their use of MAS and its effects on strategy implementation. In a secondary analysis, we explore whether the observed differences in the use of MAS are consistent with the coercive-enabling framework recently introduced into the management accounting literature. We find considerable support for the validity of this framework in our sample. Overall, the paper contributes to the growing literature on the role of MAS in supporting strategy implementation. We extend this literature by explicitly recognizing the role of TMT composition in both strategy implementation and the use of MAS and by providing evidence of the validity of the coerciveenabling framework of MAS in a cross-sectional analysis.

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