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Article
Publication date: 26 July 2022

Kui Yin, Can Li, Oliver J. Sheldon and Jing Zhao

Drawing upon a dynamic managerial capabilities perspective, this study aims to unpack how and when chief experience officer (CEO) transformational leadership influences…

Abstract

Purpose

Drawing upon a dynamic managerial capabilities perspective, this study aims to unpack how and when chief experience officer (CEO) transformational leadership influences firm innovation. Specifically, a moderated mediation model linking CEO transformational leadership to firm innovation, which includes strategic flexibility as a mediator and top management team (TMT) knowledge diversity as a moderator, is theorized and empirically tested.

Design/methodology/approach

The authors conducted a survey of 354 TMT members and 62 CEOs from 62 firms in China’s construction industry to explore these relationships. Path analysis using Mplus 7.4 was undertaken to test our proposed moderated mediation model.

Findings

The results revealed that strategic flexibility mediates the positive relationship between CEO transformational leadership and firm innovation. Additionally, TMT knowledge diversity positively moderates the relationship between CEO transformational leadership and strategic flexibility.

Research limitations/implications

Taken together, these findings help advance and deepen our understanding of the mechanisms through which CEO transformational leadership influences firm innovation and boundary conditions under which CEO transformational leadership influences strategic flexibility. At the same time, this study also contributes to the literature on strategic flexibility and the CEO-TMT interface by revealing the interactive effect of CEO transformational leadership and TMT knowledge diversity on strategic flexibility.

Originality/value

Although the positive influence of CEO transformational leadership on firm innovation has been widely recognized, the specific mechanisms underlying this effect have yet to be fully theorized. This study proposes and tests a nuanced theoretical framework linking CEO transformational leadership to firm innovation via a firm’s strategic flexibility. It also argues that TMT knowledge diversity enhances the indirect effect of CEO transformational leadership on firm innovation through strategic flexibility; that is, this indirect effect is significant when TMT diversity is high, but not when TMT diversity is low.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 5 July 2021

Yueyue Liu, Meng Xi, Feifei Li and Xiulin Geng

Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to…

Abstract

Purpose

Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty.

Design/methodology/approach

Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model.

Findings

This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification.

Research limitations/implications

This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship.

Originality/value

To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

Details

Chinese Management Studies, vol. 15 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 9 May 2016

Jun Huang, Weiwen Li, Canhua Qiu, Frederick Hong-kit Yim and Junbao Wan

The purpose of this paper is to draw on the theory of servant leadership to examine the influence of chief executive officer (CEO) servant leadership on firm performance…

4450

Abstract

Purpose

The purpose of this paper is to draw on the theory of servant leadership to examine the influence of chief executive officer (CEO) servant leadership on firm performance in the hospitality industry. It examined the mediating role of the service climate and the moderating role of competitive intensity in the relationship between CEO servant leadership and firm performance.

Design/methodology/approach

Multiple regression was used to analyze multi-wave, multi-source data from 92 hotels in China. A moderated path analysis was used to test the moderating effects.

Findings

CEO servant leadership positively influenced firm performance via the service climate in the hospitality industry. Competitive intensity strengthened the direct effect of the service climate on firm performance, and the indirect effect of CEO servant leadership on firm performance via service climate.

Research limitations/implications

The findings offer managerial insights into CEO succession, service management and human resource management.

Originality/value

This is one of the first studies to investigate how and when CEO servant leadership might shape firm outcomes in the hospitality industry. Theoretically, the findings enrich our understanding of how CEO leadership might shape firm-level outcomes.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 7 March 2016

Robert Liden, Pingping Fu, Jun Liu and Lynda Song

The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing…

Abstract

Purpose

The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing versus self-transcendent values permeate through the organization to influence middle-level managers.

Design/methodology/approach

Using a multi-level longitudinal design, the authors collected self-reported value data from 32 CEOs and 119 top management team (TMT) members rated their CEOs on transactional and transformational leader behaviors at Time 1; 18 months later, TMTs rated the in-role behaviors and organizational citizenship behaviors (OCBs) of 331 mid-level managers. Also, at Time 2, mid-level managers evaluated their relationship with the organization in terms of economic and social exchange. HLM was used to analyze the data.

Findings

The authors found the positive relationship between transactional CEO leader behaviors and mid-level manager in-role behaviors to be enhanced when CEOs hold self-transcendent values, whereas this relationship was weakened by CEO self-enhancing values. Similarly, the relationship between CEO transformational leader behaviors and mid-level manager OCBs was found to be strengthened when leaders espoused self-transcendent values. Finally, the authors found that economic exchange mediated the relationship between the transactional leadership * self-enhancing values interaction term and mid-level manager in-role behaviors. Similarly, social exchange mediated the relationship between the transformational leadership * self-transcendent values interaction term and mid-level manager OCBs.

Originality/value

Leadership/OB.

Details

Nankai Business Review International, vol. 7 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 8 June 2012

Iain L. Densten and James C. Sarros

The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.

3151

Abstract

Purpose

The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.

Design/methodology/approach

Several instruments were used to capture key concepts (i.e. Organisational Culture Profile, Marlowe‐Crowne Social Desirability Scale, Transformational Leadership Inventory, and Leader Reward and Punishment Questionnaire), which were examined using confirmatory factor analysis. Data were collected from 635 Australian CEOs.

Findings

The results of hierarchical multi‐regression analysis clarified the importance of self‐deception and impression management as influential context factors, and how both operate at the pinnacle of organisations. The study also identifies that transformational and transactional leadership behaviours were uniquely influenced by specific cultural dimensions, and suggests that CEOs use combinations of these behaviours to respond to four cultural dimensions (i.e. emphasis on rewards, performance orientation, innovation, and stability) in order to produce competitive advantages.

Research limitations/implications

The study highlights how CEOs are still vulnerable to conforming to the social norms of their organisation and also how CEOs use a repertoire of leadership behaviours, in response to the importance of different cultural dimensions.

Originality/value

The paper contributes to the leadership literature by directly addressing how context impacts on CEO leadership in three specific areas: social acceptance needs, demographics and culture. Further, the study investigates CEO transformational and transactional leadership behaviours rather than global constructs, and directly addresses the common method variance issue.

Details

Leadership & Organization Development Journal, vol. 33 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 August 2016

Tharnpas Sattayaraksa and Sakun Boon-itt

The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning…

4063

Abstract

Purpose

The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture.

Design/methodology/approach

A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships.

Findings

CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process.

Practical implications

Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture.

Originality/value

The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.

Details

Leadership & Organization Development Journal, vol. 37 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 27 June 2013

David A. Waldman and Mansour Javidan

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership

Abstract

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Article
Publication date: 11 January 2022

Yeunjae Lee and Jarim Kim

This study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical…

Abstract

Purpose

This study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical communication model in public relations and leadership theory, it investigated the effects of CEOs' task- and relationship-oriented leadership on symmetrical internal communication, employees' organizational commitment and communicative behaviors.

Design/methodology/approach

An online survey was conducted with 417 full-time employees working in various industries in the United States.

Findings

The results showed that CEOs' relationship-oriented leadership significantly influenced symmetrical internal communication, which, in turn, increased affective commitment and employees' scouting behavior. CEOs' task-oriented communication had no significant effect on symmetrical communication.

Originality/value

This study advances theoretical understanding of two-way symmetrical communication in relation to senior leadership and provides practical insights for corporate leaders and public relations practitioners regarding how to improve employee outcomes through CEOs' strategic leadership and internal communication practices.

Details

Leadership & Organization Development Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 29 August 2008

Chau‐kiu Cheung and Andrew Chi‐fai Chan

Because of the paucity of information about what and how Chinese leadership styles contribute to organizational success, this study aims to elucidate Chinese leadership

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Abstract

Purpose

Because of the paucity of information about what and how Chinese leadership styles contribute to organizational success, this study aims to elucidate Chinese leadership styles with reference to Confucian and Daoist schemata, relate them to organizational success, and explicate the relationships by exploring a grounded theory.

Design/methodology/approach

To obtain such knowledge, this study applies a grounded theory approach to analyzing interview data from 11 Hong Kong Chinese CEOs.

Findings

Results delineated the Chinese leadership styles based on relationship building, virtuous practice, hierarchical and centralized organization, and humility and self‐effacement. These practices were conducive to trust, cooperation, competence, and other achievements in the staff. The contributions of the Chinese leadership styles tend to reflect a security theory in that sustaining followers' security appears to mediate leadership practices and their outcomes.

Originality/value

Because the tradition of Confucian and Daoist teachings can be a basis for successful Chinese leadership styles, the teachings can still be valuable for leadership development today.

Details

Leadership & Organization Development Journal, vol. 29 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 15 August 2016

Bhaskar Prasad and Paulina Junni

Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation…

10550

Abstract

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.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

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