The Effect of Dual-level Transformational Leadership on New Firm Performance

In recent years, entrepreneurial bricolage acts as an effective way to solve the problem of resource constraint in new firms, and then gradually attracted attention from related scholars in entrepreneurship field. However, the existing literatures have an obviously insufficient of the implementation and driving factor of entrepreneurial bricolage behavior. Therefore, in this paper, we integrate entrepreneurial bricolage theory with transformational leadership theory to construct a theory model among dual-level (i.e., individual-focused and group-focused) transformational leadership, entrepreneurial bricolage and new firm performance by means of 194 questionnaires to empirical analysis. The results show that the entrepreneurial bricolage has the mediated role in the relationship between dual-level transformational leadership and new firm performance.

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Making an Impact Through Information Technology

International Journal of Applied Management Theory and Research ◽

10.4018/ijamtr.2021070102 ◽

2021 ◽

Vol 3 (2) ◽

pp. 14-23

Author(s):

Mostafa Sayyadi Ghasabeh

Keyword(s):

Information Technology ◽

Transformational Leadership ◽

Knowledge Management ◽

Firm Performance ◽

Positive Relationship ◽

Review Of The Literature ◽

Mediating Role ◽

The Relationship ◽

Role Of Information

This research contributes to the fields of knowledge management, transformational leadership, as well as information technology. This article presents the theoretical underpinnings of the framework together with a thorough review of the literature. This research indicates that there is a positive relationship between transformational leadership, knowledge management, and firm performance. The synthesis of the literature also lends support for the mediating role of information technology in the relationship between transformational leadership and knowledge management.

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Substitutes or complements? Individual-focused and group-focused transformational leadership in different organizational structures in new firms

Leadership & Organization Development Journal ◽

10.1108/lodj-04-2016-0097 ◽

2017 ◽

Vol 38 (5) ◽

pp. 699-718 ◽

Cited By ~ 1

Author(s):

Xiumei Zhu ◽

Mingxu Bao

Keyword(s):

Transformational Leadership ◽

Organizational Structure ◽

Design Methodology ◽

Organizational Structures ◽

New Firms ◽

Comprehensive Understanding ◽

Content Type ◽

Significant Performance ◽

Established Firms ◽

The Relationship

Purpose The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms. Design/methodology/approach The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China. Findings The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic. Originality/value The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

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CEO Positive Psychological Traits, Transformational Leadership, and Firm Performance in High-Technology Start-up and Established Firms

Journal of Management ◽

10.1177/0149206307312512 ◽

2008 ◽

Vol 35 (2) ◽

pp. 348-368 ◽

Cited By ~ 135

Author(s):

Suzanne J. Peterson ◽

Fred O. Walumbwa ◽

Kristin Byron ◽

Jason Myrowitz

Keyword(s):

Transformational Leadership ◽

Firm Performance ◽

Structural Equation ◽

High Technology ◽

Theory And Practice ◽

Equation Modeling ◽

Psychological Traits ◽

Start Up ◽

Established Firms ◽

The Relationship

This study examines the relationships among positive psychological traits (hope, optimism, resiliency), transformational leadership, and firm performance in high-technology start-up (n = 49) and established firm (n = 56) contexts, using structural equation modeling. Results reveal that the positive psychological traits of CEOs positively relate to transformational leadership ratings. Furthermore, the extent to which leaders are rated as transformational fully mediates the relationship between the leaders' positive psychological traits and their firms' performance. Last, transformational leadership is more strongly related to firm performance in start-up than in established firms. Implications for theory and practice are discussed.

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Entrepreneurs’ planning behavior and new firm performance

Management Research The Journal of the Iberoamerican Academy of Management ◽

10.1108/mrjiam-02-2020-1011 ◽

2020 ◽

Vol 18 (3) ◽

pp. 307-334

Author(s):

Ignacio Contin-Pilart ◽

Martin Larraza-Kintana ◽

Victor Martin-Sanchez

Keyword(s):

Firm Performance ◽

Family Background ◽

External Support ◽

First Year ◽

New Firms ◽

Cross Sectional ◽

Content Type ◽

Institutional Forces ◽

New Firm ◽

The Impact

Purpose Drawing on institutional logics theory, this paper aims to examine the determinants of entrepreneurs’ planning behavior in the first years of 212 Spanish new firms. Additionally, this study identifies four different planning profiles: systematic planner, early planner, late planner and non-planner. Design/methodology/approach This study’s data structure is a (yearly) pooled cross-sectional time series. This paper investigates the determinants of planning behaviors among entrepreneurs, as well as the impact of that activity on new firm performance (i.e. employment growth). Findings The results confirm the relevance of institutional forces in explaining the involvement of founders of new firms upon planning activities. Institutional factors, in the form of public external support seem to explain early- and systematic-planner behavior while the influence of entrepreneurial family background does so with late-planner behavior. Originality/value The authors focus their attention on two key moments of a new venture’ life: the first year of operation and once the firm has overcome the four-year hurdle that is often used to distinguish new from established businesses. Four different patterns emerge: systematic planner (those who consistently plan over time), early planner (those who engage in planning activities in the early moments of the firm’s life but not later), late planner (those who do not plan at the beginning but end up conducting planning activities a few years later) and non-planner (those who never get involved in planning activities). This new division is an interesting additional feature of this study.

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The effects of entrepreneurial orientation on the performance of the Malaysian manufacturing sector

Asia-Pacific Journal of Business Administration ◽

10.1108/apjba-06-2018-0099 ◽

2019 ◽

Vol 11 (1) ◽

pp. 30-45 ◽

Cited By ~ 3

Author(s):

Wee Loong Lee ◽

Aik Lee Chong ◽

Ramayah T.

Keyword(s):

Transformational Leadership ◽

Firm Performance ◽

Environmental Changes ◽

Manufacturing Sector ◽

Manufacturing Companies ◽

Content Type ◽

Competitive Aggressiveness ◽

Composition Factors ◽

The Relationship ◽

Practical Implications

PurposeThe purpose of this paper is to examine the effects of entrepreneur orientation (EO) on firm performance of the Malaysian manufacturing sector.Design/methodology/approachData for the study were collected through a survey of 321 companies registered with the Federation of Malaysian Manufacturers. Responses were analyzed using PLS-SEM to assess the relationships between transformational leadership and firm performance.FindingsThe findings show that amongst Malaysian manufacturers, transformational leadership has a strong direct effect on firm performance.Practical implicationsThese findings provide useful insights for organizations, particularly in the Malaysian manufacturing sector, seeking to be competitive and responsive to environmental changes by successfully introducing EO.Originality/valueEO has been studied in detail in the recent literature. Many new researchers have explored various composition factors of EO, and how this will have an effect on firm performance. However, there are few research studies in the area of transformational leadership amongst Malaysian manufacturing companies. This research makes an important contribution to the existing literature by empirically examining the relationship between EO and firm performance, particularly in the Malaysian manufacturing sector. Conclusion emphasizes that mechanisms to encourage and foster EO mainly autonomy, competitive aggressiveness and proactiveness are likely to result in the achievement of superior firm performance.

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Does Board Composition Matter? The Relationship Between Board Characteristics and Financial Performance: Evidence From Chinese Listed Agricultural Companies

Research in World Economy ◽

10.5430/rwe.v12n1p177 ◽

2021 ◽

Vol 12 (1) ◽

pp. 177

Author(s):

Oleh Pasko ◽

Fuli Chen ◽

Jianping Wang

Keyword(s):

Firm Performance ◽

Financial Performance ◽

Empirical Analysis ◽

Board Composition ◽

Board Independence ◽

Board Structure ◽

Specific Context ◽

Institutional Settings ◽

The Relationship ◽

Made In

The paper aims to make new insight to some of the contradicting findings in prior studies of the board structure–firm performance relationship and to assess this connection in the specific context of Chinese listed agricultural companies practice. The study investigates the data of Chinese agricultural listed companies from 2008 to 2017, using multiple regression authors examine the relationship between board characteristic and financial performance. Conducted by authors empirical analysis shows that CEO duality and board size are significantly positively correlated with financial performance (proxies - ROA, ROE, and EPS). Although, contrary to the findings made in Western institutional settings the paper’s results testify that board independence has no significant impact on financial performance in China. The study’s findings enrich the understanding of linkage “board structure–firm performance”, especially in China – institutional settings that have proved to differ in many ways from other jurisdictions. Additionally, the paper provides an in-depth synthesis of research into this linkage to the date.

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