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This study aims to empirically investigate agency and stewardship theories in the US lodging market by examining the influence of fiscal and non-fiscal leadership structures on the debt financing decisions of lodging firms.

Secondary financial data have been collected for USA-based lodging firms. Subsequently, bivariate correlation, pooled ordinary least square) and endogeneity analyses have been performed on the data.

The findings support the significant influence of some corporate governance attributes on the capital structure of US lodging firms and show the limited applicability of agency and stewardship theories.

Theoretical and managerial implications are suggested in terms of balancing leadership structure attributes from the agency and stewardship theories, the capital structure of lodging firms and the future research.

Despite its importance considering the intensive capital and relatively high liabilities needed for success in the lodging industry, the influence of leadership structure on capital structure has not been examined either empirically or theoretically. Leadership structure attributes, both fiscal and non-fiscal, are included in the study to gain a richer understanding of their influence. The outcomes of the analysis suggest managerial implications for leadership structure as well as theoretical generalizability for agency and stewardship theories within the lodging industry.

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.

To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.

The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.

This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

The purpose of this paper is to analyse the impact of leadership on culture and on the structure of learning, and of these two constructs on the innovation capacity.

A quantitative study utilising a survey was carried out. By means of an ad hoc questionnaire, educational administrators were asked about some characteristics of their organisations. The authors have proven the model of research through a model of structural equations, that is, by means of the partial least squares technique.

The hypothesis is confirmed that leadership affects culture and learning structure, and both impact on the innovation capacity of schools.

This work addresses the role of three critical aspects in the management of educational organisations—leadership, culture and structure—in the development of innovation that is essential in improving organisational development.

The role of leadership in the development of favourable conditions for innovation is verified, as is the impact of these conditions on the innovation capacity of educational organisations.

Innovation is the most important quality of enterprise management. It is an important and controversial issue whether the heterosexual leadership structure of the chairman and chief executive officer (CEO) makes the work “easy” or “very tired” in enterprise innovation. This study investigates the specific impact of the heterosexual leadership structure on enterprise innovation investment, and further explores influence mechanism between them from two perspectives. Specifically, from the perspective of enterprise leaders including the chairman and CEO, this paper analyzes the impact of surname sharing, intergenerational differences and top management team (TMT) external social network between the heterosexual leadership structure and enterprise innovation investment. And from the perspective of enterprise itself, this study explores the impact of ownership and organizational slack between the heterosexual leadership structure and enterprise innovation investment.

By using ordinary least squares regression (OLS), this study mainly takes the unbalanced panel data of A-share listed companies from 2008 to 2019 in Shanghai and Shenzhen as the research sample to empirically analyze the relationship and influence mechanism between the heterosexual leadership structure and enterprise innovation investment.

The results show that the heterosexual leadership structure of the chairman and CEO has a negative impact on enterprise innovation investment. Surname sharing and ownership positively moderate the negative impact of the heterosexual leadership structure of the chairman and CEO on enterprise innovation investment. Intergenerational differences and TMT external social network negatively moderate the relationship between the heterosexual leadership structure of the chairman and CEO and enterprise innovation investment. In addition, the moderating effects of intergenerational differences and TMT external social network on the relationship between the heterosexual leadership structure and enterprise innovation investment both depend on organizational slack. When organizational slack is lower and intergenerational differences are higher, the negative impact of the heterosexual leadership structure of the chairman and CEO on enterprise innovation investment will be the strongest. And when organizational slack is lower and TMT external social network is higher, the negative impact of the heterosexual leadership structure of the chairman and CEO on enterprise innovation investment will be the strongest.

By exploring the influence and the boundary mechanism of the heterosexual leadership structure of the chairman and CEO on enterprise innovation investment, the “heterosexual difference effect” is verified in this paper, that is, when men and women work together, work is very tired. This not only enriches the existing research of enterprise innovation investment, but also provides practical guidance for effectively improving enterprise innovation investment from a new perspective. In addition, it broadens the moderating mechanism of the impact of the heterosexual leadership structure of the chairman and CEO on enterprise innovation investment, which is conducive to reasonable response to improve enterprise innovation investment.

The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms.

The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China.

The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic.

The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

This paper examines the relationship between chief executive officers' (CEOs') leadership behaviors (consideration and initiating structure) and firm and individual performance (i.e. profitability, affective commitment and employees' willingness to change) in small and medium-sized firms (SMEs) that need to adapt to changing environments.

Survey data was collected from SMEs (28 firms, 235 employees) in the accounting industry along with objective performance register data (profit and return on assets). The predicted model was tested with multilevel structural equations modeling (MSEM) using a maximum likelihood estimator.

The CEO leadership behavior of initiating structure was positively related to firms' profitability, while the CEO leadership behavior of consideration was positively related to employees' willingness to change and affective commitment.

Small accounting firms typically offer standard services that are now being replaced by digital solutions. These firms have an incentive to offer new services, such as business advisory services. Therefore, leaders should embrace the duality of consideration and initiating structure to gain employees' willingness to change and optimize overall firm performance.

The paper contributes to leadership literature by examining a novel context (CEO consideration and initiation of structure in SMEs in uncertain environments) using a combination of firm performance measures (e.g. objective outcomes at the firm level and employees' willingness to change as a new measure at the individual level). In addition, it reports a comprehensive test of the full model using MSEM, the findings of which demonstrate the importance of dual leadership behaviors for CEOs.

The purpose of this paper is to explore the instructional leadership practices and structure in Singapore primary schools.

The study employs a qualitative approach. Data were collected from interviews of 30 Singapore primary school principals and 25 working-day observations of five principals. A grounded theory method was utilized to analyze the qualitative data.

The instructional leadership roles of principals can be categorized into four key themes: vision development and implementation, physical and organizational structure, professional development, and leading and managing instruction. Importantly, the study illuminates a hybrid structure of instructional leadership in which both hierarchical and heterarchical elements exist.

The current study expands the global knowledge base on instructional leadership by providing indigenous knowledge of how instructional leadership is enacted in Singapore schools. Simultaneously, this study suggests an agenda for future research on instructional leadership.

The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium enterprises (SMEs) and examine the mediating role of climate for innovation on those relationships.

Applying structural equation modeling, the study empirically tested the model on a sample of 330 employees from tourism SMEs in Vietnam.

Results indicated that climate for innovation mediated the relationship between empowering leadership and innovation and also initiating structure and innovation. Whereas empowering leadership was found to have a negative direct influence on innovation, directive leadership was unrelated to innovation.

The results of this study contribute to the literature by expanding the existing research on SME innovation, assessing the effect of diverse leadership styles and a climate for innovation on the innovation performance of SMEs. The findings enrich the literature by indicating the contribution of empowering leadership, directive leadership and initiating structure on encouraging innovation in SMEs.

When leading subordinates in the SME context, leaders who have a clear understanding of the effect of empowerment, direction and initiating structure can optimally seek to stimulate innovation. These leadership approaches influence employees’ task, interpersonal and role-related processes that shape a climate for innovation.

The novelty of this paper is that it examines the differential influences of empowering leadership, directive leadership and initiating structure on innovation and the mediating role of climate for innovation on these relationships.

This study examines the social organizational structure of one early childhood education (ECE) center in Finland and the relationship between this structure and the roles and the responsibilities of the members of the organization.

The research is a qualitative case study with ethnographic features. Its variables for content analysis are based on Henry Mintzberg's theory of organizational design.

The study's results show that the organizational structure of the ECE center follows the organizational configuration of a Professional bureaucracy and that the multiprofessional teams follow the configuration of a Simple structure. The structures for centralization and decentralization are suitable for a professional bureaucracy, but the roles of the members of the organization and the processes for shared decision-making lack clarification. The shortage of qualified ECE teachers disrupts the function of the organization and the work of ECE leaders.

The educational background of subjects may have affected the findings.

The study uses Henry Mintzberg's organizational structure theory to evaluate how and why power is distributed and activities are coordinated at the ECE center. The results also show what parts of the organization pose challenges that most commonly disrupt the organization's operations. With these findings, it is possible to expand the understanding of roles and responsibilities in the currently reforming ECE environment and what ECE centers need to function effectively. The study is part of a larger research project and will be continued to examine the leadership culture of the ECE center.