scholarly journals CEO Transformational Leadership and Corporate Entrepreneurship in China

2021 ◽  
pp. 1-32
Author(s):  
Yaotian Pan ◽  
Alain Verbeke ◽  
Wenlong Yuan
Keyword(s):  
Transformational Leadership ◽  
Middle Managers ◽  
Top Management Team ◽  
Chief Executive ◽  
Corporate Entrepreneurship ◽  
Primary Sources ◽  
Mediation Process ◽  
Organizational Ambidexterity ◽  
Structural Differentiation ◽  
Established Firms

ABSTRACT A chief executive officer (CEO) acting as the firm's transformational leader is typically viewed as instrumental to corporate entrepreneurship in established firms, but how exactly does a higher level of corporate entrepreneurship come about, given a transformational CEO's actions? We suggest that organizational ambidexterity can function as a core mediating mechanism between transformational CEOs and the observed level of corporate entrepreneurship and that the effectiveness of this mediating process varies as a function of critical contingencies related to characteristics of the top management team (TMT), the environment and the organization's design. Our empirical evidence, based on a sample of 145 Chinese private sector firms, and using three primary sources of data (145 CEOs, 506 TMT members, and 1,981 middle managers), provides support for a moderated mediation process. We find that the mediating pathway from transformational leadership to corporate entrepreneurship through organizational ambidexterity is not significant when boundary conditions are ignored. However, when environmental dynamism, TMT collectivism, and structural differentiation are included as moderators, CEO transformational leadership does affect corporate entrepreneurship via the creation and effective functioning of organizational ambidexterity.

Top management team time horizon blending and organizational ambidexterity

2019 ◽  
pp. 147612701988366 ◽  
Author(s):  
Jianhong Chen ◽  
Danny Miller ◽  
Ming-Jer Chen
Keyword(s):  
Chief Executive Officer ◽  
Time Horizon ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Joint Effects ◽  
Upper Echelons Theory ◽  
Time Horizons

We focus on the strategic implications of executive time horizons on a top management team. We argue that time horizon mean and diversity individually and interactively influence organizational ambidexterity, that is, a firm’s joint exploitation of current competencies and exploration of new opportunities. Drawing on the chief executive officer and top management team interface literature, we propose that effective CEO temporal leadership will enhance the joint effects of top management team time horizon mean and diversity on organizational ambidexterity. We tested our hypotheses by conducting multiple runs of surveys on a sample of 146 Chinese small- and medium-sized firms. Our study contributes to upper echelons theory and temporal research on strategy, being the first to examine the strategic consequences of top management team time horizon composition.

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

2014 ◽  
Vol 59 (1) ◽  
pp. 34-72 ◽  
Author(s):  
Amy Y. Ou ◽  
Anne S. Tsui ◽  
Angelo J. Kinicki ◽  
David A. Waldman ◽  
Zhixing Xiao ◽  
...  
Keyword(s):  
Chief Executive Officers ◽  
Middle Managers ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Top Management ◽  
Executive Officers ◽  
Team Integration

scholarly journals A Multilevel Model of Environmentally Specific Social Identity in Predicting Environmental Strategies: Evidence from Technology Manufacturing Businesses

2021 ◽  
Vol 13 (8) ◽  
pp. 4567
Author(s):  
Stanley Y. B. Huang ◽  
Chih-Wen Ting ◽  
Yu-Ming Fei
Keyword(s):  
Transformational Leadership ◽  
Social Identity ◽  
Social Identity Theory ◽  
Multilevel Model ◽  
Hierarchical Linear Model ◽  
Chief Executive ◽  
Individual Level ◽  
Upper Echelons Theory ◽  
Environmental Strategies ◽  
Identity Based

This study proposed a multilevel model of environmentally specific social identity based on upper echelons theory and examined how environmentally specific transformational leadership influenced the environmentally specific social identity of the top management team (TMT), which consequently influenced a corporation’s choices of proactive environmental strategies. Besides, the environmentally specific transformational leadership atmosphere at the TMT level also influenced the environmentally specific social identity atmosphere at the TMT level, which consequently influenced a corporation’s choices of proactive environmental strategies at the same time. In particular, this study proposed a novel concept–environmentally specific social identity based on social identity theory, including environmentally specific self-categorization, environmentally specific affective commitment, environmentally specific self-esteem. This study employed a hierarchical linear model and collected longitudinal data of 210 chief executive officers with their 840 members of TMTs at technology manufacturing businesses of Greater China at three waves over six months to analyze the theoretical model. This study found that individual-level environmentally specific transformational leadership and TMT-level environmentally specific transformational leadership (atmosphere) influenced individual-level environmentally specific social identity and TMT-level environmentally specific social identity (atmosphere), which consequently influenced proactive environmental strategies. These findings provide theoretical insights for the field of sustainable development that can advance the literature on proactive environmental strategies.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

TymeBank: digital disruption in SA’s banking sector

2021 ◽  
Vol 11 (2) ◽  
pp. 1-32
Author(s):  
Boris Urban ◽  
Stephanie Althea Townsend
Keyword(s):  
Success Factors ◽  
Banking Sector ◽  
Business Students ◽  
Chief Executive ◽  
Corporate Entrepreneurship ◽  
Content Type ◽  
Customer Base ◽  
Academic Level ◽  
The Face ◽  
Digital Disruption

Learning outcomes Amongst others, these are that students should be able to: identify key components of corporate entrepreneurship; assess the role of technology innovation in terms of creating a competitive advantage; appreciate how an entrepreneurial orientation is related to innovation and growth; and make an informed decision regarding key success factors in influencing growth and sustainability. Case overview/synopsis TymeBank became the first fully branchless, digital bank in South Africa when it launched in February 2019. Since then, the bank’s customer base had grown beyond expectation, but the market had also become more competitive, as new digital banks opened for business and traditional banks expanded their range of digital offerings. The case situates the chief executive officer, Tauriq Keeran, in November 2019, considering how whether the bank was doing enough to grow, in the face of this competition. Complexity academic level Master’s level business students, as well as entrepreneurship, innovation and digital business at both undergraduate and postgraduate level. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Influence of chief executive officer servant leadership on middle managers' voice behavior

2021 ◽  
Vol 49 (5) ◽  
pp. 1-13
Author(s):  
Chun Yang ◽  
Wensong Zhang ◽  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Pan Liu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Middle Managers ◽  
Chief Executive ◽  
Positive Influence ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Managerial Implications ◽  
Executive Officers

On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

scholarly journals The role of innovation narratives in accomplishing organizational ambidexterity

2020 ◽  
pp. 147612701989723 ◽  
Author(s):  
Mairi Maclean ◽  
Charles Harvey ◽  
Benjamin D Golant ◽  
John AA Sillince
Keyword(s):  
Real Time ◽  
Dynamic Process ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Top Executives ◽  
Exploration Exploitation ◽  
Polyphonic Model

Persistent tensions arising from the exploration–exploitation paradox continuously threaten the accomplishment of organizational ambidexterity. Structural, contextual, and sequential solutions designed to alleviate these tensions dominate the ambidexterity literature. None of these adequately explains how top executives implement tension-alleviating managerial initiatives or how they respond in real time to tension-induced organizational perturbations. In this article, through analysis of top management team speeches at Procter & Gamble over a 15-year period, we show how the construction and communication of four innovation narratives—contextualizing, mutualizing, dramatizing, and focalizing—reduced tensions and enhanced organizational ambidexterity. We demonstrate the importance of top management team reflexivity in devising and communicating performative narratives, illustrate the polyphonic model of narrative strategizing, and present a cyclical model suggesting that the accomplishment of organizational ambidexterity is an ongoing dynamic process.

When Can Humble Top Executives Retain Middle Managers? The Moderating Role of Top Management Team Faultlines

2017 ◽  
Vol 60 (5) ◽  
pp. 1915-1931 ◽  
Author(s):  
Amy Y. Ou ◽  
Jungmin (Jamie) Seo ◽  
Dongwon Choi ◽  
Peter W. Hom
Keyword(s):  
Middle Managers ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Top Executives ◽  
Moderating Role
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