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Article
Publication date: 31 May 2021

Stephanie Douglas, Daisha Merritt, Robin Roberts and Daryl Watkins

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Abstract

Purpose

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Design/methodology/approach

Using a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.

Findings

The leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.

Research limitations/implications

The findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.

Practical implications

The findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.

Originality/value

A large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Book part
Publication date: 19 August 2021

Kristin L. Cullen-Lester, Caitlin M. Porter, Hayley M. Trainer, Pol Solanelles and Dorothy R. Carter

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and…

Abstract

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.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80117-430-5

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Article
Publication date: 29 May 2018

Florian Bienhaus and Abubaker Haddud

While digitisation is a key driver of the fourth industrial revolution (Industry 4.0); organisations have different approaches to deal with this topic to get a clearer…

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10924

Abstract

Purpose

While digitisation is a key driver of the fourth industrial revolution (Industry 4.0); organisations have different approaches to deal with this topic to get a clearer picture of the opportunities and challenges concerning the digital transformation. The purpose of this paper is to identify the impact of digitisation on procurement and its role within the area of supply chain management. The research will also explore potential barriers to digitising procurement and supply chains and ways to overcome them. Finally, the significance of potential enabling technologies to the digitisation will also be examined.

Design/methodology/approach

A quantitative approached utilising an online survey was used to collect the primary data for this study. Data were collected from 414 participants directly involved with procurement or related business functions and work for different organisations in different industries. The survey included eight items about the impact of digitisation on organisational performance in the area of procurement and supply chains; ten items related to key barriers to digitisation of organisations and ways to overcome them; and seven items about enabling technologies to leverage procurement procedures and processes digitisation. All of these items utilised the Likert five-point level of agreement scale.

Findings

The findings indicate that digitisation of procurement process can yield several benefits including: supporting daily business and administrative tasks, supporting complex decision-making processes, procurement will become more focussed on strategic decisions and activities, procurement will become a strategic interface to support organisational efficiency, effectiveness, and profitability, and supporting the creation of new business models, products, and services. The authors were also able to confirm that there are barriers to digitising procurement process and supply chains and such barriers found in existing procedures, processes, capacities, and capabilities. Finally, the significance of a number of enabling technologies to the digitisation process was revealed.

Originality/value

To the best of the authors’ knowledge, this is the first study of its kind with participants located world-wide. Industry 4.0 as a topic had been explored within different business areas and functions but very limited research specifically explored potential impact, barriers, and enabling technologies of procurement 4.0. The results can be beneficial for organisations already implemented Industry 4.0 or planning to do so. The study can also benefit academic scholars interested in the researched topic, business professionals, organisations within different sectors, and any other party interested in understanding more the concept of procurement 4.0.

Details

Business Process Management Journal, vol. 24 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 16 July 2019

Nivedita Jha, Rama Krishna Gupta Potnuru, Puja Sareen and Sharon Shaju

This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness.

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1390

Abstract

Purpose

This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness.

Design/methodology/approach

Data was collected to test the mediating role of employee engagement between employee voice and organizational effectiveness. The respondents were employees in different IT companies located in major cities in India. The model was tested for full and partial mediation of employee engagement using structural equation modeling.

Findings

Considering the self-reported survey from 232 employees from companies in the IT sector, the findings reveal that there exists a significant association between employee voice and organizational effectiveness. The results reflect a close association between employee engagement and organizational effectiveness too. However, no significant association was found between employee voice and organizational effectiveness. Employee engagement is found to mediate the relationship between employee voice and organizational effectiveness.

Research limitations/implications

The foremost limitation of the study is the sample group that is limited to employees working in IT companies in Bangalore city. The results cannot be generalized to the entire IT industry in India. Although attempts are made to eliminate common method bias, there are chances of an overstated relationship by common method variance that cannot be neglected completely.

Practical implications

The paper will provide a deep insight to the practitioners about the role of employee voice in the engagement of employees. It will also indicate to the managers how the effectiveness of an organization can be heightened by creating opportunities for employees to voice their opinion in the organization.

Originality/value

The present study indicated that though there is an association between the independent variable, employee voice, and the dependent variable, organizational effectiveness, the relationship becomes more significant in the presence of employee engagement between them.

Details

European Journal of Training and Development, vol. 43 no. 7/8
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 1 July 1989

Peter Bramley

The topic discussed in this monograph is how to make training moreeffective by fitting it more closely into the organisational context.Models of training are examined to…

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2030

Abstract

The topic discussed in this monograph is how to make training more effective by fitting it more closely into the organisational context. Models of training are examined to consider the difference between training an individual and changing the way in which the individual performs in the work context. In order to highlight the ways in which individual and organisational needs can be integrated, the identification of training needs is discussed. To emphasise the essentially cyclical nature of learning, the learning experience is broken down into a sequence of events. Most of these attempts to define effective training imply that it is often an attempt to change the way the organisation functions. In the final section therefore, the problems of using the training department as an agent for change are discussed.

Details

Journal of European Industrial Training, vol. 13 no. 7
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 October 1999

Ken Grant and David W. Cravens

Examines the impact of manager and salesforce antecedents on sales organization effectiveness, using a sample of 146 Australian sales units. Indicates that sales manager…

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2485

Abstract

Examines the impact of manager and salesforce antecedents on sales organization effectiveness, using a sample of 146 Australian sales units. Indicates that sales manager monitoring, directing, evaluating and rewarding activities distinguish between high and low sales unit profitability and managers’ satisfaction with their units. Suggests that sales territory design displays significant differences between high and low sales/market share and unit satisfaction. Discovers that several salesperson characteristics and performance were significantly different between high and low customer satisfaction effectiveness and managers’ satisfaction with sales units. Highlights significant antecedent roles for sales manager and salesforce antecedents of sales organization effectiveness.

Details

European Journal of Marketing, vol. 33 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 March 1995

Martin Fojt

This special “Anbar Abstracts” issue of the Leadership & Organization Development Journal is split into four sections covering abstracts under the following headings…

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7358

Abstract

This special “Anbar Abstracts” issue of the Leadership & Organization Development Journal is split into four sections covering abstracts under the following headings: Culture, Change and Intervention; Management Styles and Techniques; Leadership and Decision; Communications.

Details

Leadership & Organization Development Journal, vol. 16 no. 3
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 9 August 2013

Nathalie Drouin and Mario Bourgault

Work in distributed project teams is always a challenge for organizations. Many researchers have studies different aspects of distributed project teams, as witnessed by…

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4066

Abstract

Purpose

Work in distributed project teams is always a challenge for organizations. Many researchers have studies different aspects of distributed project teams, as witnessed by the impressive number of papers published in the last decade. However, it appears that the dimensions related to organizational support have still not received much attention in empirical studies. This study investigates the dimensions of organizational support in distributed project teams that contribute most to the quality of the decision‐making process and teamwork effectiveness in distributed project teams.

Design/methodology/approach

The initial intent of this research was to test a theoretical model on the basis of data from the field, namely real‐life situations. A two‐step approach (qualitative and quantitative method) was used. The research model was tested in a sample of experienced project managers on distributed project teams.

Findings

The results suggest that strategic staffing and training and tools provided to team members have a positive impact on the quality of decision making and teamwork effectiveness. Team autonomy is more salient and influential in fostering decision quality in a highly culturally diverse context. Our findings also re‐confirm the link between the quality of decision making and team effectiveness. Thus, teams are perceived as vehicles for identifying and integrating various individual viewpoints and combining knowledge.

Practical implications

This study underscores the importance of selecting practices that enhance the recognition of team members’ contributions in the context of distributed project teams. It is now clear that managers cannot treat these distributed project teams in the same way as conventional teams. Several intervention and support methods are possible. This research contributes to identifying which of them are the most appropriate in this context.

Originality/value

This study contributes to research on distributed project teams and on organizational support theory. It highlights the importance of understanding the processes or dimensions underlying the consequences of perceived organizational support. It bolsters the need to select practices that enhance the recognition of team members’ contributions and treat them favourably in the context of distributed project teams.

Details

Journal of Management Development, vol. 32 no. 8
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 December 1998

Sue Jackson

In view of the dearth of information relating to organisational effectiveness of NHS Trusts in comparison with clinical effectiveness, a complex study was undertaken to…

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2529

Abstract

In view of the dearth of information relating to organisational effectiveness of NHS Trusts in comparison with clinical effectiveness, a complex study was undertaken to determine whether overall effectiveness was a result of management processes, people, or a combination of both. The study incorporated two phases involving the distribution of a comprehensive questionnaire to identify the “whats” of organisational effectiveness, and a benchmarking exercise aimed at identifying the “hows”. In the main, the better performing trusts were found to be subscribing to the concepts of “keeping it simple”, innovation and attainment of highly efficient processes. A number of examples of better/best practices were observed which included visible leadership, a commitment towards stakeholder involvement and the practice of teamworking. Given the complexity of the study area, the findings were deemed valuable to managers practising within all areas of healthcare. However, a need for further research was identified in order to substantiate the results.

Details

International Journal of Health Care Quality Assurance, vol. 11 no. 7
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 27 November 2019

Ofer Zwikael and Jack R. Meredith

Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy…

Abstract

Purpose

Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy can enhance project investment decision making, project success and thereby operations performance. The purpose of this paper is to argue that because of the strategic nature of this task, the organizational climate (OC) that the proposal development team works in is critical for the effectiveness of their goal setting.

Design/methodology/approach

The authors raise hypotheses regarding the role OC plays in enhancing the effectiveness of the support senior executives provide to project proposal teams. The authors test the hypotheses in a longitudinal survey of 200 managers in the USA.

Findings

Results show that a formal organizational process used by proposal development teams for setting project goals is highly effective and that an appropriate OC further intensifies the positive effect of such a process. However, a formal organizational process has no positive effect on effective goal setting if implemented in an environment with a poor OC.

Originality/value

The paper contributes to the literature by finding that a positive OC intensifies the already positive effect of organizational support. In practice, the creation of such a climate can enhance project goal setting, project success, and as a result, operations performance.

Details

International Journal of Operations & Production Management, vol. 39 no. 12
Type: Research Article
ISSN: 0144-3577

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