Strategic Leadership Perspective Research Articles

‘Tis the season: enhancing the workplace holiday party

PurposeThe annual holiday party is a long-standing tradition in many organizations, yet academic research has largely left the holiday party unexamined. The present study sheds light on this significant social event by exploring what factors help differentiate successful events from less successful ones.Design/methodology/approachFirst, the authors developed a taxonomy of characteristics of good holiday parties using a critical incident technique in which stories of holiday party experiences were analyzed following a mixed-method approach. Second, the authors quantitatively examined the relationships between these characteristics and three outcomes, including perceived organizational support, positive interpersonal interactions, and experienced fun.FindingsThe critical incident analysis revealed 11 key characteristics that distinguish good from bad holiday parties. Primary findings from the quantitative study are that games and activities, music, good food, and notable positive leader behavior are key characteristics of more successful events.Research limitations/implicationsAs the data were obtained using a traditional survey methodology, further research would be valuable that adopts an experience sampling methodology to capture employee experiences, perceptions, and feelings about holiday parties in real-time before, during, and after an event has occurred.Practical implicationsFrom an event planning standpoint, this research provides a framework for designing holiday parties and provides evidence as to which features matter most. From a strategic leadership perspective, this research signals that different features of holiday parties can influence different outcomes.Originality/valueBeyond merely identifying important characteristics, this research provides a framework for further research on holiday parties and identifies theories that can be used in future research to explore the mechanisms that influence how and under what conditions holiday parties impact employees’ experiences at work.

Analysis of Decision Making on the Ratification of the Omnibus Law by the Government of Indonesia Reviewed From Strategic Leadership Perspective

Analysis of Decision Making on the Ratification of the Omnibus Law by the Government of Indonesia Reviewed From Strategic Leadership Perspective

The private life of CEOs; A strategic leadership perspective

Major events in the private lives of CEOs have been a source of fascination for decades. However, despite gaining traction, studies on the relevant phenomena (e.g., marriage, divorce, parenthood, illness) remain scattered in parallel across disciplines. We thematically review the interdisciplinary evidence on the fast-emerging literature on CEO private life events (72 unique studies) to consolidate our understanding of how private life events can become reflected in the professional domains of CEO influence. Through this approach, we comprehensively intersect empirical progress on CEO life events with key strategic leadership outcomes (i.e., performance, strategy, socio-ethical issues, innovation, governance), allowing us to identify key gaps and highlight inconsistencies. We then propose several research opportunities and challenges to move the field from phenomenon-driven standalone studies to a more coherent research program on the blurred boundaries between the private and professional lives of CEOs.

Patient loyalty to HIV care in an HIV facility in Eldoret, Kenya: A mediated mediation

Patient loyalty is the continuous commitment and engagement in care where patients can improve and sustain quality of life through continuous use of medical care. Identifying strengths and weaknesses in providing excellent quality care is a key measure of success of healthcare professionals and hospital management. However, few studies have examined patient loyalty from a strategic leadership perspective within HIV health care systems. The purpose of this study is to determine how patient loyalty to HIV care is influenced by multiple factors in a healthcare system environment. The study employs a mixed-methods approach guided by the complexity theory and the theory of planned behavior. A total of 444 surveys with (50 healthcare providers and 394 adult HIV-infected patients) currently on antiretroviral drugs, as well as 22 in-depth interviews with healthcare providers will be conducted. The study will be done at AMPATH Eldoret Kenya. We will use stratified proportionate and census sampling methods to select study participants for the survey while purposive and convenient sampling techniques will be used for in-depth interviews. Structured questionnaires and interviewer guides will guide data collection. Quantitative data analysis will entail hierarchical regression to test direct effects while multiple regression will test the mediation effects using the Hayes PROCESS Model No.6 in SPSS. Qualitative data analysis will be conducted using a thematic analytical method.

Cyber-Resiliency for Digital Enterprises: A Strategic Leadership Perspective

As organizations increasingly view information as one of their most valuable assets, which supports the creation and distribution of their products and services, information security will be an integral part of the design and operation of organizational business processes. Yet, risks associated with cyber-attacks are on the rise. Organizations that are subjected to attacks can suffer significant reputational damage as well as loss of information and knowledge. As a consequence, effective leadership is cited as a critical factor for ensuring corporate level attention for information security. However, there is a lack of empirical understanding as to the roles strategic leaders play in shaping and supporting the cyber-security strategy. This article seeks to address this gap in the literature by focusing on how senior leaders support the cyber-security strategy. The authors conducted a series of exploratory interviews with leaders in the positions of Chief Information Officer, Chief Security Information Officer, and Chief Technology Officer. The findings revealed that leaders are engaged in both transitional, where the focus is on improving governance and integration and transformational support, which involves fostering a new cultural mindset for cyber-resiliency and the development of an ecosystem approach to security thinking.

Impact Of crisis Awareness on Organizational Performance: A Strategic Leadership Perspective in SME’s

Purpose:
 This study is an attempt to examine the performance of the organization during the times of crisis. The larger part of the interest is to ensure that in future organizations remain resilient enough not to be affected by such crises. One of the vital elements of this study is to examine the moderating role of strategic leadership of SME’s in times of crisis. Any rumor or real time security threat could seriously challenge the prospective business opportunities especially in the tourism sector in Pakistan. In fact, this is one of the fragile business sectors exist in the modern world too.
 Methodology:
 The present study uses quantitative approach to empirically verify the impact of crisis situation awareness on organizational performance. The research uses tourism sector as unit of analysis. Survey questionnaire were distributed among the Owners, Operation Managers, Finance Managers, and the Administrators.
 Findings: 
 Incharge of various travel and tourism companies and partial least square path modelling was used to draw meaningful conclusions. Results suggested that organizations which are more aware are in a better position to enhance their performance even in the times of crisis.
 Conclusion:
 The study concludes by suggesting that in the tourism industry as the majority of the organizations or stakeholders are SME’s hence combining or bringing all resources to one platform and planning for any challenge can enable them to perform at optimal level. Researcher recommends that there are areas are also available to conduct further research on learning from failures as early events in Pakistan like attack on tourists in Fairy Meadows area and learning how to avoid and minimize damages from such uncontrollable events.

Patient loyalty to HIV care in an HIV facility in Eldoret, Kenya: A mediated mediation

Patient loyalty is the continuous commitment and engagement in care where patients can improve and sustain quality of life through continuous use of medical care. Identifying strengths and weaknesses in providing excellent quality care is a key measure of success of healthcare professionals and hospital management. However, few studies have examined patient loyalty from a strategic leadership perspective within HIV health care systems. The purpose of this study is to determine how patient loyalty to HIV care is influenced by multiple factors in a healthcare system environment. The study employs a mixed-methods approach guided by the complexity theory and the theory of planned behavior. A total of 444 surveys with (50 healthcare providers and 394 adult HIV-infected patients) currently on antiretroviral drugs, as well as 22 in-depth interviews with healthcare providers will be conducted. The study will be done at AMPATH Eldoret Kenya. We will use stratified proportionate and census sampling methods to select study participants for the survey while purposive and convenient sampling techniques will be used for in-depth interviews. Structured questionnaires and interviewer guides will guide data collection. Quantitative data analysis will entail hierarchical regression to test direct effects while multiple regression will test the mediation effects using the Hayes PROCESS Model No.6 in SPSS. Qualitative data analysis will be conducted using a thematic analytical method.

Improving corporate governance with functional diversity on FTSE 350 boards: directors’ perspective

PurposeBoards presently are considered the most critical component in improving corporate governance (CG). Board diversity is increasingly being recommended as a tool for enhancing firm performance. Academic research and regulatory action regarding board diversity are focussed mainly on gender and ethnic composition of boards. However, the perspective of board members on board diversity and its impact is mostly missing. Moreover, while strategic leadership perspective suggests that a broader set of upper echelon’s characteristics may shape their actions, empirical evidence investigating the impact of less-explored attributes of diversity is almost non-existent. While the research on the input–output relationship between board diversity and firm performance remains equivocal, an intervening relationship between board diversity and board effectiveness needs to be understood. The purpose of this paper is to address all three limitations and explore the subject from board members’ perspective.Design/methodology/approachThe paper presents the findings of qualitative, exploratory research conducted by interviewing 42 board members of FTSE 350 companies. The data are analysed thematically.FindingsThe findings of the research suggest that board members of FTSE 350 companies consider the diversity of functional experience to be a critical requirement for boards’ role-effectiveness. Functionally diverse boards manage external dependencies more effectively and challenge assumptions of the executive more efficiently, thus improving CG. The findings significantly contribute to the literature on board diversity, as well as to strategic leadership theory and other applicable theories. The research is conducted with a relatively small but elite and difficult to approach set of 42 board members of FTSE 350 companies.Practical implicationsThe paper makes a unique and significant contribution to praxis by presenting the perspective of practitioners of CG – board members. The findings may encourage board nomination committees to seek board diversity beyond the gender and ethnic characteristics of directors. The findings may also be relevant for policy formulation, as they indicate that functionally diverse boards have improved effectiveness in a range of board roles.Social implicationsBoard diversity is about building a board that accurately reflects the make-up of the population and stakeholders of the society where the company operates. The aim of board diversity is to cultivate a broad range of attributes and perspectives that reflects real-world demographics as boards need to continue to earn their “licence to operate in society” as organisations have a responsibility to multiple constituents and stakeholders, including the community and the wider society within which they exist. Building social capital through diversity has value in the wider context of modern society and achieving social justice.Originality/valueThe paper makes an original and unique contribution to strategic leadership theory by strengthening the argument of the theory. The paper explores beyond widely researched attributes of gender and ethnicity on boards and explores the impact of a less-researched characteristic of directors – their functional experience. Moreover, the paper opens the “black box” of CG – boards, and presents the perspectives of board members. The findings indicate that board members in FTSE 350 boards define diversity more broadly than academics and regulatory agencies often do.

Empirical Evidence on CEO Reputation: Perspectives, Actions and Influence

The study aims to explore the theoretical perspective (ability or symbolic image perspective) that underlies the development of reputation of Chief Executive Officers (CEO), investigating the activities that contribute to create a leaders’ good name and exploring their view about the level of influence of their personal reputation on corporate reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy. The respondents to the survey are 93 CEOs.
 
 The findings of the survey reveal that, according to executives’ view, CEO reputation reflects individual skills (ability perspective), in which the leadership style, credibility and charisma play a key role. Furthermore, results highlight executives are aware that their reputation are increasingly intertwined with the corporate reputation, but they do not believe that the construction of a personal brand is necessary to increase their reputation and, consequently, that of the company. 
 
 The study sheds more light on the understanding of CEO’s reputation role in corporate reputation development, reinforcing the value of strategic leadership perspective. It contributes to the ongoing debate on CEO reputation and involves managerial implications, pointing out advantages and risks of linking CEO branding with company’s reputation.

Understanding the Influence of CEO Tenure and CEO Reputation on Corporate Reputation: An Exploratory Study in Italy

The study aims at investigating the main activities of corporate reputation in which CEOs are actively engaged, focusing also on the influence of CEOs tenure on their commitment in reputation management. Moreover, the paper analyzes the CEO’s view on the relation between CEO reputation and company’s reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy and included in the report of Mediobanca. Findings highlight a relevant CEO commitment in corporate reputation management, above all in leadership, performance and workplace activities. Long-tenured CEOs tend to be more involved in managing firm’s reputation, than short-tenured CEOs. The study also shows CEOs are aware that their reputation are increasingly intertwined with the corporate reputation. The paper supports the strategic leadership perspective, contributing to the ongoing debate on CEO reputation. The influence of CEOs’ good name on company’s reputation stimulates them, and communication managers, to create an effective CEOs’ brand. The paper is the first study that provides empirical evidence on the increasing importance of CEO’s role in Italian large companies, and it can be viewed as a starting point for future cross-country comparison.

Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective

Platform, open/user innovation, and ecosystem strategies that embrace and enable external entities are changing the way firms conduct business and interact with the world around them. As organizations that adopt these concepts grow in profitability and impact, the notions of openness, engagement, interdependence, and co-opetition gain in importance. Further, these approaches frequently lead to tensions within organizations, especially as mature incumbent organizations transition to new business models and execute hybrid strategies with multiple conflicting institutional logics. This paper considers similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges, such as those of strategic leadership, and explore the questions: What are strategic leadership challenges associated with platform, open/user innovation, and ecosystem strategies in the context of incumbent transitions and the management of hybrid businesses? How do these challenges differ from those in traditional closed (non-platform and non-ecosystem) organizations? We discuss theoretical implications, and consider future directions and research opportunities.

Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This paper considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: 1) increasing external focus, 2) moving to greater openness, 3) focusing on enabling interactions, and 4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: 1) executive orientation and experience, 2) top management teams, 3) board-management relations, and 4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

‘Favoritism is the secret of efficiency!’ Admiral Sir John Fisher as the First Sea Lord, 1904–1910

Favoritism in the organizational context is often regarded as dysfunctional and detrimental to organizational performance. On the other hand, it could function as a tacit-knowledge-based mechanism for making sure that the right people are in right positions in an organization, especially under conditions of rapid and forceful change. This study focuses on the leadership of the controversial Admiral Sir John ‘Jacky’ Fisher (1841–1920). Fisher, as the First Sea Lord of the British Admiralty, led the Royal Navy through a significant but disputed technological and organizational turnaround during the pre-World War I (pre-WWI) naval arms race between Britain and Germany. Fisher saw that he would achieve his aims essentially by appointing his favorites and cronies to key positions throughout the naval organization. The aim in this study is to highlight the most important facets of the phenomenon from a strategic-leadership perspective.

Effect of Knowledge Integration as Mediation of TMTs Characteristic and Innovativeness in Higher Education Institution

 Abstract—Many challenges have been faced by Higher Education Institutions (HEIs) in this recent decade, required them to seek new approach to ensure their sustainability. One of those is through innovation in program and strategies and encourage innovativeness of organization. We argue that one of determinant of organizational innovativeness is by taking attention towards knowledge integration within organization. Taking point from strategic leadership perspective in which based on upper echelons theory, this research aims to determine innovativeness through knowledge integration and its antecedents from top management teams (TMTs) characteristics in Higher Education Institutions (HEIs). Data were collected from 33 Higher Education Institutions (HEIs) in West Sumatera. Result shows cognitive diversity of TMTs has a negative effect toward knowledge integration. Diversity in knowledge which proxies by educational background diversity has a direct positive affect towards innovativeness. Knowledge integration has positive effect towards organizational innovativeness. Conclusion and some recommendations are discussed in the end of article.

Strategic Leadership and Organizational Learning

Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.

Top management support of R&D projects: A strategic leadership perspective: Stephen G. Green, IEEE Transactions on Engineering Management (August 1995), pp. 223–232

Top management support of R&D projects: A strategic leadership perspective: Stephen G. Green, IEEE Transactions on Engineering Management (August 1995), pp. 223–232

Top management support of R&D projects: a strategic leadership perspective

A study of top management support of 213 R&D projects in 21 major firms revealed significant relationships between independent informants' perceptions of top management support, project characteristics, and project performance. Testing a model based on a strategic leadership perspective, top management support was found to be directed at certain types of projects, i.e., those that were expected to make greater contributions to business goals, represented larger investments, were seeking new products and process versus incremental improvements, and had originated from business sources as opposed to R&D. In addition, even after controlling for these project characteristics, projects with top management support were less likely to be terminated. In contrast, after controlling for project characteristics, completed projects with top management support were not judged to make greater contributions to the firm's business goals suggesting top management may not be able to pick winners. Findings are discussed in terms of future research and implications for top management leadership within R&D. >