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Article
Publication date: 8 February 2021

Yen Thi Tran, Nguyen Phong Nguyen and Trang Cam Hoang

By drawing on the institutional theory and contingency theory, this study aims to examine the effects of leadership and accounting capacity on the quality of financial…

Abstract

Purpose

By drawing on the institutional theory and contingency theory, this study aims to examine the effects of leadership and accounting capacity on the quality of financial reporting and accountability of public organisations in Vietnam. Furthermore, this paper is to determine the impact of financial reporting quality on accountability.

Design/methodology/approach

The research model and hypotheses have been tested by partial least squares structural equation modeling, with 177 survey samples obtained from accountants and managers working in the public sector in Vietnam.

Findings

The research results indicate that leadership and accounting capacity have a positive effect on financial reporting quality; leadership and accounting capacity positively influence accountability; and the quality of financial reporting has a positive impact on accountability.

Research limitations/implications

The research results provide empirical evidence of the direct impact of leadership and accounting capacity on financial reporting quality and accountability of public organisations in a developing country. Moreover, the current work also provides important evidence for the impact of financial reporting quality on accountability.

Practical implications

Public sector organisations must realise that leadership and accounting capacity play a vital role in the accounting reform process. Public institutions likewise need to pay attention to develop accounting capacity and promote leadership. Moreover, the results respond to the continuing call for increased citizen trust in public organisations.

Originality/value

To the best of the authors’ knowledge, this study is the first to examine the chain from leadership, accounting capacity, financial reporting quality and accountability in the context of public sector organisations in an Asian transition market.

Details

Journal of Asia Business Studies, vol. 15 no. 3
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 10 April 2017

Marcus Strömgren, Andrea Eriksson, Linda Ahlstrom, David Kristofer Bergman and Lotta Dellve

The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among…

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2368

Abstract

Purpose

The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among employees in hospital settings over time.

Design/methodology/approach

A cohort of employees in hospitals answered a questionnaire at three occasions. Five small (approx. 100-bed) or mid-sized (approx. 500-bed) hospitals were included. The response rate was 54 percent at baseline (n=865), 59 percent at one-year follow-up (n=908) and 67 percent at two-year follow-up (n=632).

Findings

Repeated measures over time showed differences between groups in levels of social capital with respect to levels of leadership quality. Relation-oriented leadership had the strongest association with social capital. There was evidence that leadership was associated with social capital over time and that different kinds of leadership qualities were associated with social capital.

Research limitations/implications

This study conducted and analyzed quantitative data, and therefore, there is no knowledge of managers’ or employees’ own perceptions in this study. However, it would be interesting to compare managers’ decreased and increased leadership quality and how such differences affect social capital over time.

Practical implications

The findings feature the possibility for healthcare leaders to build high quality leadership as an important resource for social capital, by using different leadership orientations under different circumstances.

Originality/value

The paper showed that leadership was an important factor for building social capital and that different leadership qualities have different importance with respect to certain circumstances.

Details

Journal of Health Organization and Management, vol. 31 no. 2
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 10 April 2017

Reginald G. Ugaddan and Sung Min Park

The purpose of this paper is to examine salient mechanism by which the quality of political and administrative leadership might influence employee engagement in public…

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3706

Abstract

Purpose

The purpose of this paper is to examine salient mechanism by which the quality of political and administrative leadership might influence employee engagement in public sector organizations through public service motivation (PSM). Specifically, the purpose of the paper is twofold. First, the psychological outcomes of quality of leadership perceptions among public employees are identified. Second, how PSM mediates the influence of leadership quality perceptions on employee engagement is examined.

Design/methodology/approach

This study uses the US Merit System and Protection Board’s (MSPB) 2010 Merit Principles Survey. To establish the distinctive validity of the constructs, the authors performed exploratory factor analysis and confirmatory factor analysis for latent variables, and subsequently conducted validity and reliability analyses. The authors performed a structural equation model to determine relationship between quality of political and administrative leadership, PSM, and employee engagement.

Findings

The results reveal that the quality of political and administrative leadership is positively related to PSM and employee engagement. This study also confirmed the mediating role of PSM on the relationship between the quality of political and administrative leadership.

Originality/value

The paper expands the literature through studies that may discover critical mechanisms that are of significance in enhancing employee engagement such as quality of leadership depicted in political and administrative leaders and PSM. While previous studies have extensively explored several antecedents of employee engagement, research focusing on the role of quality in public sector leadership and PSM remains limited.

Details

International Journal of Public Sector Management, vol. 30 no. 3
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 3 January 2020

Natkamol Chansatitporn and Vallerut Pobkeeree

The purpose of this paper is to explore, confirm and verify leadership with regards to quality management measurement models. This research focused on identifying…

Abstract

Purpose

The purpose of this paper is to explore, confirm and verify leadership with regards to quality management measurement models. This research focused on identifying individual staff members’ leadership attributes at the Thai National Institute of Health in relation to quality management.

Design/methodology/approach

The research instrument used in this study was a modified questionnaire on self-leadership and quality management that was distributed to the institute’s staff. Leadership and quality management construct variables were observed and measured through staff perceptions, attitudes, practices and existing facts at the institute. Exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to examine the data.

Findings

The questionnaire had a 65 percent response rate. EFA revealed six factors from 27 questionnaire items and CFA was used to confirm the measurement models that were fitted to the data. The leadership attributes of staff members at the institute were statistically associated to and impacted on quality management by SEM analysis.

Research limitations/implications

In-depth understanding of leadership and quality management could be done through a longitudinal study because the two factors would change over time. Even though this model is not a longitudinal study, it could help the institute facilitate and manage quality in practice through leadership.

Originality/value

A cross-sectional study is used to examine the effect of leadership on quality management through factor analysis and SEM, which provided empirical evidence for future research. Leadership and quality management measurement models have statistically proven to be appropriately, technically and theoretically correct by design for observing variables used in the leadership measurement model that affects quality management.

Details

International Journal of Health Care Quality Assurance, vol. 33 no. 1
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 1 May 2020

Sam Alfoqahaa and Eleri Jones

Building on the contributions of chaos and complexity theories, this paper aims to conceptualize how the leadership of Mahatma Gandhi, Martin Luther King and Nelson…

Abstract

Purpose

Building on the contributions of chaos and complexity theories, this paper aims to conceptualize how the leadership of Mahatma Gandhi, Martin Luther King and Nelson Mandela were able to transform chaos (randomness) into order (integration). More specifically, it aims to identify the qualities by which such leadership worked in the context of conflict and cultural confrontations, which is, leading at the edge of chaos.

Design/methodology/approach

This research follows a qualitative approach in data collection and analysis; it narrates and analyses biographic data as well as literature about these three prominent leaders. Common qualities of these leaders are explored in-depth, discussed and linked.

Findings

Success in leading at the edge of chaos was attributed to the following leadership qualities: vision, non-violence and tolerance. This paper conceptualizes Gandhi, King and Mandela's embodiment of these qualities in transforming difference and disagreement to unity and how they inspired and developed their societies at home and all over the world. This paper concludes with the following results: Dr King, Gandhi and Mandela were visionary leaders; the three leaders had a vision about the future of freedom, equality and peace. More importantly, they were able to hearts and minds, and convey their visions to followers and to society at large. They struggled to achieve their goals non-violently, but knew that violence could destroy society due to unbalanced power structures. In the fight for their people's emancipation/freedom, they avoided ethnic, racial and religious discrimination. The three leaders were politically, culturally and socially tolerant.

Research limitations/implications

By identifying their leadership qualities and analyzing their leadership mechanisms, this paper stresses the necessity of the emergence and preservation of leadership as exhibited by King, Gandhi, Mandela and many other influential leaders. Leaders, committed to enrichment and sustainability of cultural diversity and nurturing of tolerance, can play a role in unifying nations. Practically put, today’s leaders need to rethink their strategies, by taking into consideration what Gandhi, King and Mandela have contributed to leadership in dealing with cultural diversity and conflict. Furthermore, leaders must extend the applicability of such leadership to include the ending of violence in every facet of people's lives, and work publicly to overcome the challenges encountering human kind such as nuclear weapons, war, poverty, racism, global warming, drugs, religious bigotry and violence of any kind. That is, today's leaders need to lead at the edge of chaos due to the ongoing conflicts around the globe.

Originality/value

This paper uniquely conceptualizes leadership qualities by analyzing and comparing literature and biographical data of the above-mentioned leaders. The study also contributes to the existing literature on leadership using an interdisciplinary approach by proving the mechanisms by which leadership transforms chaos into order within the context of cultural diversity and confrontation, where studies are rare. This research contributes to the theory of leaderships at three levels. First, it offers an interdisciplinary theory on leadership qualities by linking these qualities with chaos and complexity theories. Second, unlike the majority of literature which views leadership from a business or public leadership perspective, this research provides a new perspective of leadership for cultural diversity. Third, it highlights the role models of three exemplary leaders for each of whom previous literature is lacking.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 1 February 1997

Wen‐Hsien Chen

Total quality management (TQM) is widely recognized as an effective approach to enhance a firm’s competitive advantage. In addition to technical elements such as…

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8599

Abstract

Total quality management (TQM) is widely recognized as an effective approach to enhance a firm’s competitive advantage. In addition to technical elements such as statistical process control, product design, etc. the successful implementation of TQM requires senior executive leadership and effective human resources management. Examines the leadership and human resources management of TQM in Taiwan. Data were collected from field interviews and questionnaire surveys conducted in US and Japanese subsidiaries, and local firms. Criteria stipulated in the Malcolm Baldrige National Quality Award of the USA were used to assess the quality of leadership and human resources management. Results of MANOVA (Multivariate analysis of variants) reveal that a company with larger sales revenue, a larger number of employees, or with greater production automation manifests better leadership and human resources management. The chi‐square test shows that foreign‐invested companies are superior to local firms in leadership. Canonical correlation analysis concludes that both leadership and human resources management are positively correlated with the management effectiveness of the quality department. Discusses the managerial implications of these research findings.

Details

International Journal of Quality & Reliability Management, vol. 14 no. 1
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 21 March 2016

Angelos Pantouvakis and Christos Patsiouras

– The purpose of this paper is to explore the influence of the leadership style on the service quality–customer satisfaction link.

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1938

Abstract

Purpose

The purpose of this paper is to explore the influence of the leadership style on the service quality–customer satisfaction link.

Design/methodology/approach

A special survey instrument was developed and tested with the use of exploratory factor and regression analyses.

Findings

Data from 118 small enterprises were collected through personal interviews, and results supported that the level of leadership style moderates the relationship between service quality and customer satisfaction despite what is commonly believed that leadership actually is a prerequisite of service quality.

Practical/implications

Based on the fact that there is no literature connecting quality and satisfaction with leadership style, practitioners may be interested in finding out that executives’ behavior can influence the service provided to customers.

Originality/value

Leadership style is a concept which has been associated with many variables such as service quality, performance and job satisfaction. In the marketing literature, it has been widely accepted that service quality is positively related to customer satisfaction. This work is the first trying to examine the effect of leadership style on service quality–customer satisfaction linkage under conditions of environmental uncertainty and instability.

Details

International Journal of Quality and Service Sciences, vol. 8 no. 1
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 20 September 2011

Tipparat Laohavichien, Lawrence D. Fredendall and R. Stephen Cantrell

This study aims to examine the effects of leadership behaviors on quality management (QM) practices and their effects on quality performance of manufacturing companies in…

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5803

Abstract

Purpose

This study aims to examine the effects of leadership behaviors on quality management (QM) practices and their effects on quality performance of manufacturing companies in Thailand. The hypotheses were that leadership leads to infrastructure practices, which in turn support quality practices. These quality practices improve quality performance. This was tested using a structural equation model. In general, the model was supported although all of the individual practices examined here were not statistically significant.

Design/methodology/approach

A survey of quality managers of firms located within Thailand was conducted and analyzed using structural equation modeling (SEM) to determine how leadership affected quality practices which in turn affected quality performance. The interactions of leadership with infrastructure and core variables were tested and found to be insignificant.

Findings

The SEM established that leadership behaviors supported one infrastructure practice – human resource management, which in turn supported one core QM practice – statistical process control. While six dimensions of transformational and two dimensions of transactional analysis were tested, only two dimensions of transformational and one dimension of transactional leadership were retained. However, these did load onto one leadership second‐order factor. The interactions of leadership with infrastructure and core practices were not significant. The core practices significantly affected three quality performance measures – product returns, product rework and scrap levels.

Research limitations/implications

Further investigation is needed to understand how the Thai culture affects the use of quality practices. Since there was only one respondent per company, the study needs additional validation. Further investigation of the transformational and transactional leadership constructs is necessary.

Practical implications

This suggests to international managers that many of the quality techniques are useful in both developing countries and developed countries. It also suggests that transactional leadership was more effective than prior literature expected it be.

Originality/value

This paper demonstrates that leadership in Thailand is important to the implementation of quality practices. The findings indicate that leadership is an important component of QM and affects infrastructure practices which in turn affect core quality practices. Finally, these core practices affect quality performance. This confirms prior QM models. A major finding is the importance of the contingent punishment dimension of transactional leadership. The confirmatory factor analysis suggests that the individual dimensions of transformational and transactional leadership are not reliable as currently operationalized and further work is needed to develop reliable leadership scales.

Details

International Journal of Operations & Production Management, vol. 31 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 October 2009

Panagiotis Trivellas and Dimitra Dargenidou

The purpose of this paper is to examine the influence of leadership roles on the quality of services provided in higher education.

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1858

Abstract

Purpose

The purpose of this paper is to examine the influence of leadership roles on the quality of services provided in higher education.

Design/methodology/approach

Drawing upon a sample of 134 faculty and administration members at the Technological Educational Institution (TEI) of Larissa, a structured questionnaire is developed to measure leadership roles and quality in services and internal processes. The competing values model is adopted to operationalise the eight leadership roles.

Findings

Results indicate that different leadership roles are linked with different dimensions of higher education service quality. The importance of the innovator and monitor role in explaining the variance of two out of four teaching quality aspects is confirmed, while the broker and facilitator roles are strongly associated with both dimensions of administration quality. The producer, director and coordinator proved to be the most prevalent roles among administration staff, while the director, coordinator and mentor roles dominated among faculty members.

Research limitations/implications

The possibility to generalise the results to other countries with different characteristics (e.g. regulatory framework, economic development) needs to be verified, by executing similar research projects.

Practical implications

Understanding the nature of the association between leadership and higher education service quality would enable academics and administrators to pursue or cultivate these roles and behaviours fostering both the quality of teaching and administration.

Originality/value

The research led to the diagnosis of the leadership role profiles of both administration and faculty members. Findings also highlight the importance of specific leadership roles in explaining the variance of different aspects of higher education service quality.

Details

International Journal of Quality and Service Sciences, vol. 1 no. 3
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 1 June 2005

Augustus E. Osseo‐Asare, David Longbottom and William D. Murphy

To deepen the understanding and to encourage further research on leadership best practices for sustaining quality improvement in UK higher education institutions (HEIs).

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10099

Abstract

Purpose

To deepen the understanding and to encourage further research on leadership best practices for sustaining quality improvement in UK higher education institutions (HEIs).

Design/methodology/approach

The literature on leadership provides the theoretical context for the survey of quality managers from 42 UK HEIs. A mix of questionnaires, interviews, and hypothesis testing, was used to explore the critical factors for effective leadership and to obtain descriptive accounts of leadership best practices, which led to the development of a conceptual framework for effective leadership for academic quality.

Findings

Identifies and categorizes leadership practices into “weak”, “good”, “best”, and “excellent” on the basis of efficiency and effectiveness of each practice in sustaining academic quality improvement. It provides a conceptual framework for improving “weak” leadership practices.

Research limitations/implications

The exact nature of the association between “effective leadership” and sustainable “levels of academic quality improvement” has not been explained. This requires further research. International generalization of the findings would require the sample size of 42 UK HEIs to be extended to include institutions from other countries with similar education systems – such as the USA and Australia.

Practical implications

Academic quality planners will become more aware of the need to improve the tasks and activities constituting leadership processes. The emphasis on a structured approach to self‐assessment of leadership performance has the potential to reverse the ranking of leadership second to processes in UK HEIs.

Originality/value

It provides explicit definitions of “weak”, “good”, “best” and “excellent” leadership practices, which UK HEIs adopting the excellence model developed by the European Foundation for Quality Management (EFQM) may find useful in the assessment and improvement of leadership performance towards academic excellence.

Details

Quality Assurance in Education, vol. 13 no. 2
Type: Research Article
ISSN: 0968-4883

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