Search results
1 – 10 of over 5000This study aims to empirically assess the influence of supply chain capabilities and total quality management on sustainable supply chain performance, factoring in the role of…
Abstract
Purpose
This study aims to empirically assess the influence of supply chain capabilities and total quality management on sustainable supply chain performance, factoring in the role of leadership and the moderating impact of institutional pressures.
Design/methodology/approach
The researchers designed a self-administered survey, garnering responses from 278 participants. Preliminary analyses addressed nonresponse bias, examining assumptions like homoscedasticity and data normality. Confirmatory factor analysis was employed to ensure reliability and construct validity before hypothesis testing. Regression outcomes corroborate all posited assumptions, further strengthening the extant literature.
Findings
The research outcomes demonstrate the positive association between supply chain capabilities and TQM and sustainable supply chain performance, particularly under institutional pressure. Data from the cement manufacturing sector further corroborated these findings. This study lends empirical support to the tenets of institutional theory.
Originality/value
The presented model delineates how leadership impacts TQM and supply chain capabilities to amplify sustainable supply chain outcomes. Incorporating institutional pressure as a moderating variable introduces a fresh and enlightening dimension to the discussion.
Details
Keywords
Mehreen Malik, Muhammad Mustafa Raziq, Naukhez Sarwar and Adeel Tariq
Scholars and practitioners acknowledge that digital leadership can help organizations gain a competitive advantage. This article focuses on the characteristics, styles and skills…
Abstract
Purpose
Scholars and practitioners acknowledge that digital leadership can help organizations gain a competitive advantage. This article focuses on the characteristics, styles and skills needed for effective digital leadership. It looks at the role of digital leaders in innovating business models and introducing organizational change required for a successful digital transformation.
Design/methodology/approach
This paper is based on a comprehensive literature review of digital transformation, digital leadership, business model innovation, and organizational culture. It draws on institutional theory (INT) the neo-institutional theory (NIT). It draws from Science Direct, Web of Science and Google Scholar publications. A proposition and a conceptual framework are developed based on evaluating and synthesizing the literature.
Findings
We find that specific leader characteristics (agility, participative, innovativeness and openness), styles (democratic and transformational) and skills (cognitive, social, technological and digital) enable successful business model innovation and organizational change, all of which allow successful digital transformation of firms.
Originality/value
The literature on digital transformation has not been well integrated with the leadership literature. This is particularly true in terms of the role digital leaders play in the successful digital transformation of firms. The conceptual framework and a way forward proposed in this paper introduce future research directions on the topic.
Details
Keywords
The outbreak of the SARS-CoV-2 (COVID-19) pandemic has caused significant disruptions to academic activities in educational institutions across countries of the world. In the…
Abstract
The outbreak of the SARS-CoV-2 (COVID-19) pandemic has caused significant disruptions to academic activities in educational institutions across countries of the world. In the context of transnational higher education (TNHE), the pandemic has led to major shifts in face-to-face teaching and learning, students’ support services and student engagement. While a number of scholarly studies have examined the effect of the pandemic on education provision across different educational levels, not much has been done to address existing gaps in how academic leaders could support the transformation of the TNHE sector to respond to current disruptions. In order to address these gaps, the current study adopts a case study approach to examine the complex and evolving academic leadership roles in TNHE institutions in Ghana with respect to remote teaching and learning and virtual team activities. The current study addresses the following questions: What academic leadership approaches are essential to developing innovative practices in host TNHE in order to meet the learning needs of students during and after the pandemic? How can transformational leadership approaches interface with institutional theory to provide new direction for transforming TNHE during and after the pandemic? How can academic leadership roles support the transformation of TNHE during and after the COVID-19 pandemic? As a major contribution for addressing gaps in academic leadership roles in TNHE environments especially during COVID-19, the current study proposes an eight-component transformation model. The study concludes by arguing that the challenges facing TNHE especially during the current period of disruptions will require a transformative and innovative academic leadership approach that would ensure that education delivery addresses current and future students’ learning needs.
Details
Keywords
Xu Ting and Yubin Zhou
Existing research has examined the results of women’s political leadership participation (WPLP) and the reasons for the lack of advancement of women to management positions…
Abstract
Purpose
Existing research has examined the results of women’s political leadership participation (WPLP) and the reasons for the lack of advancement of women to management positions. However, little research has been adopting a more comprehensive framework and configuration perspective to investigate the determinants of WPLP. By integrating institutional theory and institutional complementarities theory, this study aims to construct an institution–culture–structure framework to investigate the multiple driving mechanisms of WPLP.
Design/methodology/approach
Drawing on the fuzzy set qualitative comparative analysis method and a sample of 66 countries, the authors identify multiple equifinal combinations of conditions related to high and not-high levels of WPLP.
Findings
According to the results, the authors summarize five pathways influencing WPLP. These pathways include education and culture-driven pattern, political institutions-driven pattern, political institutions and structure-driven pattern, integrated-driven pattern and political institutions and culture restrictive pattern.
Originality/value
The authors shed new light on the driving mechanism of WPLP and contribute to research on making full out of women’s leadership.
Details
Keywords
Janet Haddock-Fraser and David Gorman
Anyone seeking to influence another is a potential leader. Within higher education, determining what an institution should undertake on sustainability can be daunting…
Abstract
Anyone seeking to influence another is a potential leader. Within higher education, determining what an institution should undertake on sustainability can be daunting. Sustainability leaders face labyrinthine, multifaceted sub-cultures, influencers and viewpoints across staff, students, government, business and alumni all with an opinion on whether, how and in what order of priority sustainability should be taken forward. In this paper we take on this challenge by synthesising and critically evaluating core principles and working models for influencing and leading for sustainability in higher education. We identify a series of eight challenges affecting delivery of sustainability and seek to understand how conceptual models and principles in sustainability decision-making and leadership could address these. We draw on the experience of both authors, in tandem with comments from workshop and leadership training programme participants who attended the Environmental Association for Universities and Colleges (EAUC) Leadership Lab training in the UK, as well as reflections arising in a detailed case study from the University of Edinburgh. We bring key insights from theory and practice for the benefits of individuals or teams seeking to influence and persuade key decision-makers to embrace the sustainability agenda.
Details
Keywords
Sadhna Sargam and Ashish Pandey
Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign…
Abstract
Purpose
Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.
Design/methodology/approach
The authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.
Findings
The authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.
Originality/value
Contrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.
Details
Keywords
Dixuan Zhang, Xiaohong Wang and Shaopeng Zhang
Drawing on self-determination theory, this study reveals the formative and functional mechanism of entrepreneurial leadership and constructs an integrated model that combines…
Abstract
Purpose
Drawing on self-determination theory, this study reveals the formative and functional mechanism of entrepreneurial leadership and constructs an integrated model that combines objective and subjective career success.
Design/methodology/approach
Using data from 189 leaders from China, this study examined the relationship among cognitive style, social norms, entrepreneurial leadership and career success. Using SPSS version 25.0 and AMOS version 23.0, factor analysis, correlation, path analysis and moderation analysis were performed.
Findings
The results indicated that innovative cognitive style is positively related to entrepreneurial leadership, and this relationship is reinforced by social norms. Adaptive cognitive style is negatively related to entrepreneurial leadership, but this relationship is not regulated by social norms. Besides, this study found a significantly positive relationship between entrepreneurial leadership and objective career success, while entrepreneurial leadership does not demonstrate a significant relationship with subjective career success.
Originality/value
By combining subjective and the objective career success into entrepreneurial leadership research, the findings provide a new perspective for understanding what other experiences entrepreneurship can bring to leaders. Furthermore, the current study analyzes the informal institutional environment's promoting and impeding roles between cognitive style and entrepreneurial leadership.
Details
Keywords
John E. Reilly and Romeo V. Turcan
This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the…
Abstract
This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the contemporary world and a manifesto for leadership training through a value-based approach to authenticity. Contributors in this handbook do not belong to the orthodox authentic leadership community. They offer varied, provocative views and personal case studies of leadership. Some endorse aspects of the concept of authentic leadership while developing new understanding of authenticity, others suggest that it is flawed; others offer fresh, challenging, leadership insights. The chapter concludes with a brief introduction to all chapters in the handbook.
Details