Principal leadership style and school performance: mediating roles of risk management culture and management control systems use in Australian schools

2018 ◽  
Vol 60 (3) ◽  
pp. 2427-2466 ◽  
Author(s):  
Maleen Z. Gong ◽  
Nava Subramaniam
Keyword(s):  
Risk Management ◽  
Control Systems ◽  
School Performance ◽  
Leadership Style ◽  
Principal Leadership ◽  
Management Control ◽  
Management Control Systems ◽  
Management Culture ◽  
Principal Leadership Style

scholarly journals THE INFLUENCE OF ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLE, MANAGEMENT CONTROL SYSTEMS, AND ORGANIZATIONAL CULTURE TOWARD BEHAVIOUR DECISION MAKING

2020 ◽  
Vol 3 (1) ◽  
pp. 245-253
Author(s):  
Deborah Christin Darmawan ◽  
Suwignyo Widagdo ◽  
Hamzah Fansuri Yusuf
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Leadership Styles ◽  
Control Systems ◽  
Leadership Style ◽  
Management Control ◽  
Management Control Systems ◽  
Simultaneous Influence ◽  
Collection Methods

This research aims to know the influence of organizational structure, leadership style,management control systems, and organizational culture toward behaviour decision making.Data collection methods used in this research is a method of questionnaire. The results of thisstudy suggest that the organizational structure of partially against the influential behavioraldecision making, leadership styles partially against the influential behavioral decisionmaking, not management control systems influential partially against the behavior ofdecision-making, and organizational culture has no effect partially against the decisionmaking behavior. Research results also showed a simultaneous influence organizationalstructure, leadership style, management control systems, and organizational culture towardsdecision-making behavior and note that the value of the coefficient of determination60.3%, while the remaining 39.7% is explained by other factors that are not described in thismodel.

scholarly journals Risk management with management control systems: a pragmatic constructivist perspective

2016 ◽  
Vol 13 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Rainer Lueg ◽  
Magdalena Knapik
Keyword(s):  
Risk Management ◽  
Control Systems ◽  
Numerical Data ◽  
Management Control ◽  
Management Control Systems ◽  
Practice Research ◽  
Socially Constructed ◽  
Constructive Conflict ◽  
Calculative Practices ◽  
Descriptive Framework

This paper addresses the issue that calculative practices build on socially constructed facts that have both subjective and objective components. Using risk management as an example, we take a pragmatic-constructivist stance to explore how such a tool might be integrated in actor-based Management Control Systems. We propose a conceptual framework and a research agenda that accounts for actorship (L. Nørreklit, 2013) beyond numerical facts. This paper is conceptual and draws on secondary literature. Our framework highlights the non-linear, iterative nature of integrating calculative practices that specifically require complex reflection concerning the [1] validation if possibilities are factual (combining subjective and numerical data), [2] the elimination of illusions and sur-realities through constructive conflict/dialectical management, and [3] the co-construction of organization-wide topoi (causality and pertinent accounting practices). Our research furthers practice research on calculative practices through the development of a prescriptive rather than descriptive framework. It also offers propositions that future case study researchers can use.

scholarly journals HUBUNGAN GAYA KEPEMIMPINAN DAN SISTEM PENGENDALIAN MANAJEMEN TERHADAP TERBENTUKNYA BUDAYA DI PERUSAHAAN KELUARGA DEVELOPER “X”

CALYPTRA ◽  
2017 ◽  
Vol 5 (2) ◽  
pp. 227
Author(s):  
Olinda Lestari
Keyword(s):  
Organizational Culture ◽  
Control Systems ◽  
Leadership Style ◽  
Corporate Culture ◽  
Mutual Influence ◽  
Basic Research ◽  
Management Control ◽  
Cultural Control ◽  
Management Control Systems ◽  
Family Enterprises

Abstrak - Penelitian ini merupakan penelitian basic research yang bertujuan untuk meningkatkan pemahaman mengenai hubungan gaya kepemimpinan dan sistem pengendalian manajemen terhadap terbentuknya budaya di perusahaan keluarga PT. X. Penelitian ini menggunakan pendekatan kualitatif dengan metode pengumpulan data yaitu wawancara, observasi dan analisis dokumen. Hasil penelitian ini menunjukkan bahwa gaya kepemimpinan dan penerapan sistem pengendalian manajemen memiliki hubungan yang saling mempengaruhi terhadap terbentuknya budaya perusahaan. Gaya kepemimpinan seorang pemimpin dipengaruhi oleh nilai budaya keluarganya yang telah melekat dalam dirinya, dimana sistem pengendalian manajemen yang diterapkan disertai dengan nilai-nilai tersebut, sehingga kemudian akan menjadi dasar dari perilaku seluruh anggota organisasi. Faktor yang membentuk budaya tidak hanya dari kepemimpinan saja, tetapi melalui ikatan emosional yang tercipta antara pemimpin dan karyawan akan menciptakan pengendalian budaya yang efektif dalam mendukung terbentuknya budaya yang baik. Oleh karena itu budaya organisasi yang kuat merupakan komponen dari pengendalian yang juga membentuk adanya pengendalian budaya yang efektif untuk mengendalikan tindakan karyawan agar sesuai dengan budaya organisasi yang ada. Kata Kunci: Gaya kepemimpinan, Sistem pengendalian manajemen, Budaya organisasi, Perusahaan keluarga Abstract - This study is basic research that aims to improve the understanding of the relationship leadership style and management control system against formation culture in a family enterprises PT. X. This study used a qualitative approach with method of data collection are interviews, observation and document analysis. These results indicate that the style of leadership and the implementation of management control systems have a relationship of mutual influence on t he formation of the corporate culture. The leadership style of a leader is influenced by his family cultural values that have been inherent in her, where management control systems are implemented along with these values, which then will be the basis of the behavior of all members of the organization. Factors that shape the culture not only of leadership, but through the emotional bond created between leaders and employees will create effective cultural control in supporting the formation of a good culture. Therefore, a strong organizational culture is a component of the control that is also shaping the effective cultural control to control the actions of employees to fit the existing organizational culture.

scholarly journals The Effect of Incentives and Leadership Styles on Creative Performance

2021 ◽  
Vol 36 (1) ◽  
pp. 14
Author(s):  
Sariyatul Ilyana ◽  
Mahfud Sholihin
Keyword(s):  
Leadership Styles ◽  
Control Systems ◽  
Leadership Style ◽  
Business Environment ◽  
Management Control ◽  
Management Control Systems ◽  
Monetary Incentives ◽  
Creative Performance ◽  
Empowering Leadership ◽  
Creative Environment

Introduction/Main Objectives: This study investigates whether the type of incentives offered and leadership styles interact to affect creative performance. Background Problems: Creativity is highly needed by companies to survive in a volatile business environment. Prior research found that management control systems and the leadership style were able to stimulate creativity. It is still unclear which type of incentives and leadership styles are able to stimulate creativity. Therefore, this research proposes a research question, what kind of management control systems and leadership style can improve creative performance? Novelty: This research focuses on comparing monetary and non-monetary incentives, based on competition, to produce the most creative ideas, but empirical studies into the context of creativity are still limited. Furthermore, this study investigates two different leadership styles and it sheds light on the fact that the leadership styles needed in a creative environment differ from those styles used in a non-creative environment. Research Methods: This study was conducted using a 2x2 between subject experimental design with two incentive treatments (tournament and recognition) and two leadership style treatments (directive and empowering). Finding/Results: Consistent with Lourenco (2016), monetary incentives (including tournaments) and non-monetary incentives (recognition) are substitutive. Furthermore, the empowering leadership style leads to a greater creative performance than the directive style does. The results indicate that, in the condition of a tournament incentive, empowering leadership is able to produce a higher creative performance than directive leadership can. Conclusion: There is no significantly difference between the effect of monetary incentives and non-monetary incentives on creative performance. This study’s result is consistent with the situational leadership theory, certain types of leadership are appropriate for certain environmental conditions. For improved creative performance, employees need to be empowered because they need the authority and freedom to develop ideas. This study provides knowledge about the impact of incentives and leadership styles on creative performance. Furthermore, this study provides practical knowledge for companies on how to improve creativity in the work environment by using certain incentives and leadership styles.

scholarly journals Integration of Risk Management into Management Control System from a Pragmatic Constructivist Perspective

2017 ◽  
Vol 5 (2) ◽  
pp. 38-55
Author(s):  
Magdalena Janiak
Keyword(s):  
Risk Management ◽  
Control System ◽  
Control Systems ◽  
Ground Level ◽  
Risk Identification ◽  
Management Control ◽  
Management Control Systems ◽  
Management Control System ◽  
Subjective Data ◽  
Constructivist Perspective

The idea of the paper is to inform risk management (RM) with the pragmatic constructivist (PC) perspective, and tosimultaneously integrate risk management with management control systems (MCS) bearing in mind that the key to thePC perspective is that risk information has both subjective and objective components. The paper will (1) Show how toimprove Risk Management systems using the Pragmatic Constructivist perspective. (2) Demonstrate how to use thePragmatic Constructivist perspective to integrate Risk Management into Management Control Systems. (3) Provide acase study to apply the theory by showing how Management Control System can govern Risk Management fromPragmatic Constructivist perspective. Applying the case study finds out mainly that action control in a form of two-waycommunication between actors (managers and technicians) at the process of risk identification, risk analysis, decisionmaking and monitoring, risk reality is necessary. Results controls direct attention to facts entered by actors according totheir expertise and level of influence. Personnel control enables to choose people with common values and necessarycompetencies to share knowledge for risk management. In this way actor-based reality with the actors being co-authorsof the reality can take place. The main implications of the research suggest that: 1) the successful integration of RM intoMCS requires pragmatic constructivist reality to applied by providing the contribution from all the actors so that theRM system is practical, and 2) RM should be designed to gather some subjective data from the ground level (e.g. on theprobability of an incident recurring and the potential costs of any particular type of incident) to balance the objectiveinformation gathered so that the PC approach can support RM and MCS.

Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context

2019 ◽  
Vol 33 (4) ◽  
pp. 604-613
Author(s):  
Leentjie Van Jaarsveld ◽  
P.J. (Kobus) Mentz ◽  
Suria Ellis
Keyword(s):  
Leadership Styles ◽  
School Performance ◽  
Leadership Style ◽  
Principal Leadership ◽  
School Principals ◽  
School Leaders ◽  
Multifactor Leadership Questionnaire ◽  
Content Type ◽  
Multifactor Leadership ◽  
Principal Leadership Style

Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.

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