scholarly journals ROLE OF CEO LEADERSHIP TOWARDS THE PERFORMANCE OF INDONESIAN SOES

2020 ◽  
Vol 10 (2) ◽  
pp. 96-106
Author(s):  
Rudi Rusli ◽  
Yuswar Zainul Basri ◽  
Willy Arafah
Keyword(s):  
2016 ◽  
Vol 54 (7) ◽  
pp. 1542-1568 ◽  
Author(s):  
Bhaskar Prasad ◽  
Paulina Junni

Purpose – Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism. Design/methodology/approach – The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses. Findings – The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments. Originality/value – This study highlights the role of CEO leadership behavior in the pursuit of organizational innovation. Significantly, the study shows that both transformational and transactional leadership can enhance organizational innovation. However, their effectiveness is contingent on environmental dynamism. This contributes to the firm innovation literature by clarifying how specific types of CEO leadership influence organizational innovation in different environmental conditions.


2019 ◽  
Vol 22 (1) ◽  
pp. 84-104 ◽  
Author(s):  
Abdelrahman Zuraik ◽  
Louise Kelly

Purpose The purpose of this paper is to investigate the relationship among CEO transformational leadership, innovation climate and organizational innovation through exploration and exploitation. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to individuals working in teams in US-based corporations, with a collected sample size of 215 organizations. Findings Results show that CEO transformational leadership has a direct positive effect on organizational innovation and an indirect effect through innovation climate. CEO leadership is more impactful for exploitation, compared to innovation climate, which has more influence on exploration. Research limitations/implications This study is the first to integrate CEO transformational leadership and innovation climate with exploration and exploitation outcomes. A research limitation is that there is a higher percentage of female than male respondents and a lower of percentage of female CEOs in this study. A further limitation is self-report which can lead to common method bias. Practical implications The close connection among CEO transformational leadership, innovation climate and organizational innovation suggests that evaluating, supporting and training CEO transformational leadership becomes a vital activity for boards, investors and managers. If management wants to increase exploration, they should pay particular attention to creating a climate that is supportive of innovation. Organizations should recruit and train CEOs for transformational leadership and regularly assess climate to ensure innovation results. Originality/value The main contribution of this study is highlighting the role of innovation climate as a mediator between CEO transformational leadership and the outcome of organizational innovation which is measured by exploration and exploitation activities.


2021 ◽  
pp. 1-36
Author(s):  
Yaqun Yi ◽  
Yu Chen ◽  
Xiaoming He

ABSTRACT Managers make comprehensive strategic decisions to cope with environmental challenges. Questions remain regarding how different types of leadership styles influence top management team (TMT) strategic decision comprehensiveness (SDC) and firm performance. This study explores the impact of two different CEO leadership styles on TMT SDC and subsequent firm performance, considering the moderating role of TMT cognitive conflict. Based on data from 357 questionnaires of 126 firms in China, we found that 1) CEO empowering leadership positively affects SDC; 2) CEO directive leadership generates an inverted U-shaped effect on SDC; 3) the effect of SDC on firm performance is positive; and 4) TMT cognitive conflict weakens the relationship between CEO empowering leadership and SDC. This study takes a systematic approach by integrating CEO-TMT dynamics into SDC, which in turn affects firm performance, and thus offers a holistic view of how upper echelons influence firm performance.


JAMA ◽  
1966 ◽  
Vol 195 (12) ◽  
pp. 1005-1009 ◽  
Author(s):  
D. J. Fernbach
Keyword(s):  

JAMA ◽  
1966 ◽  
Vol 195 (3) ◽  
pp. 167-172 ◽  
Author(s):  
T. E. Van Metre

2018 ◽  
Vol 41 ◽  
Author(s):  
Winnifred R. Louis ◽  
Craig McGarty ◽  
Emma F. Thomas ◽  
Catherine E. Amiot ◽  
Fathali M. Moghaddam

AbstractWhitehouse adapts insights from evolutionary anthropology to interpret extreme self-sacrifice through the concept of identity fusion. The model neglects the role of normative systems in shaping behaviors, especially in relation to violent extremism. In peaceful groups, increasing fusion will actually decrease extremism. Groups collectively appraise threats and opportunities, actively debate action options, and rarely choose violence toward self or others.


2018 ◽  
Vol 41 ◽  
Author(s):  
Kevin Arceneaux

AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.


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