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Article
Publication date: 22 November 2018

Rubiná Mahsud, Jessica Ludescher Imanaka and Gregory E. Prussia

This paper critiques existing approaches to business sustainability and recommends a new course of action. This paper focuses the critique on sustainable business…

Abstract

Purpose

This paper critiques existing approaches to business sustainability and recommends a new course of action. This paper focuses the critique on sustainable business practices (SBP) and gaining sustainable competitive advantage (SCA), as they have increasingly been the focus of strategy and management scholars.

Design/methodology/approach

The relative progress in the strategy and management domains is reviewed with regard to incorporation of concepts such as sustainability, corporate social responsibility and stakeholder theory. The defense industry is explored as a paradigmatic case of inauthentic sustainability.

Findings

Findings reveal that existing constructs lack authentic sustainability, largely on account of the tendency of these discourses to privilege select stakeholders in the developed world. Strategic management research needs to evolve further to accommodate a broader, systemic and global focus that will yield authenticity in business sustainability. Mutual benefit for all stakeholders necessitates a paradigm shift in our thinking from competition to collaboration and creation.

Practical implications

When SBP and SCA get applied to certain industries, such as defense, they prop up a form of inauthentic sustainability. All global stakeholders must be included in sustainability frameworks, and some businesses, by their very definition, should not be sustained.

Social implications

Mutual benefit for all stakeholders necessitates a paradigm shift in people’s thinking from competition to collaboration and creation. This paper suggests that Blue Ocean Strategy (BOS) can provide the requisite direction for future strategy scholarship so as to overcome existing limitations with SPB and SCA.

Originality/value

This paper suggests that BOS can provide the requisite direction for future strategy scholarship so as to overcome existing limitations with SPB and SCA.

Details

Sustainability Accounting, Management and Policy Journal, vol. 9 no. 5
Type: Research Article
ISSN: 2040-8021

Keywords

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Article
Publication date: 12 March 2019

Gary Yukl, Rubina Mahsud, Gregory Prussia and Shahidul Hassan

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and…

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2058

Abstract

Purpose

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior.

Design/methodology/approach

In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome.

Findings

Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction.

Research limitations/implications

Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested.

Practical implications

The findings can be used to improve leadership training and development for most managers.

Originality/value

The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.

Details

Personnel Review, vol. 48 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 8 May 2018

Shahidul Hassan, Gregory Prussia, Rubina Mahsud and Gary Yukl

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external…

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1115

Abstract

Purpose

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness.

Design/methodology/approach

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

Findings

The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors.

Originality/value

Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance.

Details

Leadership & Organization Development Journal, vol. 39 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 8 February 2013

Shahidul Hassan, Rubiná Mahsud, Gary Yukl and Gregory E. Prussia

The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and…

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41952

Abstract

Purpose

The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and leader effectiveness.

Design/methodology/approach

Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling.

Findings

The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness.

Originality/value

This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

Details

Journal of Managerial Psychology, vol. 28 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

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Article
Publication date: 17 August 2010

Rubina Mahsud, Gary Yukl and Greg Prussia

Leader empathy, ethical values, and relations‐oriented behavior all appear to be relevant for effective leadership, but nobody has examined how all three variables are…

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17162

Abstract

Purpose

Leader empathy, ethical values, and relations‐oriented behavior all appear to be relevant for effective leadership, but nobody has examined how all three variables are jointly related to leader‐member exchange quality (LMX). The purpose of this study is to examine these relationships and test a proposed model describing them.

Design/methodology/approach

Data were collected with a questionnaire from subordinates of leaders in several organizations, and SEM path analysis was used to test alternative models.

Findings

The results indicated that a leader's relations‐oriented behavior fully mediated the relationship between leader empathy on LMX and partially mediated the relationship between ethical leadership and LMX. Recommendations for future research to verify and extend the results were provided.

Originality/value

This is the first empirical study to simultaneously examine the complex relationships among these four different aspects of leadership (i.e. a skill, values, behaviors, and exchange relationship). The authors' measure of ethical leadership minimizes confounding with other constructs, which is a problem in earlier studies. The practical implication is that leader empathy and ethical leadership should be included in leadership selection and development programs.

Details

Journal of Managerial Psychology, vol. 25 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

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