Leadership in turbulent times: Effective leadership during times of organizational change

Pardey, David

doi:10.1108/14754390980000996

Cited by 7 publications

(7 citation statements)

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“…A leader is as a person who delegates or influences others to act so as to carry out special objectives (Kumar, 2011). In general, leadership is defined as the ability of a person or group of people to influence an organisation or movement to achieve a vision or achieve its goals (Buono et al, 2000;Judge et al, 2009); a process by which the leader brings about changes within the group or organisation in which he evolves by giving guidance more particularly in case of uncertain risks or uncertain events (Pardey, 2007).…”

Section: Leadershipmentioning

confidence: 99%

“…Many qualities are recognised for a good leader. These are grouped into three: communication and organisation, leadself and learning and decision-making (Bergeron, 2005;Pardey, 2007). Communication refers to the way organisational goals are clearly communicated to 'subordinates' (Pardey, 2007).…”

Section: Leadershipmentioning

confidence: 99%

“…These are grouped into three: communication and organisation, leadself and learning and decision-making (Bergeron, 2005;Pardey, 2007). Communication refers to the way organisational goals are clearly communicated to 'subordinates' (Pardey, 2007). Thus, for an effective communication, the leader plans the objectives and organises them and his actions position him as an example to follow.…”

Section: Leadershipmentioning

confidence: 99%

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Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

Akonkwa

Lunanga

Mukulu

et al. 2021

Journal of Entrepreneurship and Innovation in Emerging Economie

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In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

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Section: Leadershipmentioning

confidence: 99%

Section: Leadershipmentioning

confidence: 99%

Section: Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

Akonkwa

Lunanga

Mukulu

et al. 2021

Journal of Entrepreneurship and Innovation in Emerging Economie

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“…La competencia global de los mercados, los rápidos cambios tecnológicos, la desregulación, los equipos virtuales y los movimientos en la fuerza laboral, entre otros, son algunos de los factores asociados al ambiente actual de negocios. Algunos autores señalan que estos acontecimientos han producido crisis en el sector económico en diferentes sectores de la población (Kaufmann, Vrontis, Czinkota y Hadiono, 2012;Pardey, 2007). Como respuesta a los cambios y las crisis, las empresas se han visto obligadas a transformarse para ser cada vez más proactivas y competitivas.…”

Section: Introductionunclassified

Liderazgo corporativo en tiempos de crisis económica: estudio de casos en empresas puertorriqueñas

Cruz¹,

Domínguez²

2016

Oikos

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RESUMENEl objetivo del estudio es identificar los rasgos y roles más prevalecientes en los líderes de empresas puertorriqueñas en momentos de crisis financiera. Mediante un enfoque cualitativo descriptivo, condiseño de estudio de caso múltiple, los resultados muestran que el líder eficiente es aquel que consiguemover al grupo a la consecución de las metas. Entre los rasgos más sobresalientes se encuentran: lahonestidad, la empatía, el optimismo, la proactividad y la creatividad. Estos rasgos guardan relacióncon el estilo de liderazgo transformacional, necesario ante situaciones asociadas con la crisis financieraque impacta las empresas puertorriqueñas.Palabras clave: liderazgo, rasgos del líder, roles del líder, crisis económica, Puerto Rico.Corporate leadership in times of economic crisis: case study in Puerto Rican businessABSTRACTThe aim of the study is to identify the most prevalent traits and roles in the leaders of Puerto Rican companies in times of financial crisis. A descriptive qualitative approach with, multiple-case study,the results show that the effective leader is one who gets to move the group to achieve the goals.Among the most salient features are: honesty, empathy, optimism, proactivity and creativity. Thesefeatures relate to the transformational leadership style necessary in situations associated with thefinancial crisis impacting the Puerto Rican business.Keywords: leadership, leader’s traits, leader’s roles, economic crisis, Puerto Rican.Liderança corporativa em tempos de crise económica: estudo de caso em empresas de Puerto RicoRESUMOO objetivo do estudo é identificar as características e funções mais prevalecentes nos líderes de empresas de Puerto Rico em tempos de crise financeira. Através de uma abordagem qualitativa descritiva,com desenho de estudo de caso múltiplo, os resultadosmostram que o líder eficaz é aquelequeconsegue moverao grupopara atingir os objetivos.Entreas características mais importantes são:honestidade, empatia, otimismo, proatividadee criatividade. Estes rasgos referem-seao estilo de liderança transformacional necessário em situações associadas com a crise financeira que impactaas empresas porto-riquenhas.Palavras-chave: liderança, características do líder, os papéis do líder, crise econômica, Puerto Rico.

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“…Friedman (2006) insists "to be successful in the 21 st century, business leaders at all levels must possess three important capacities -authenticity, integrity, and creativity -and enact them at work, in their families, in their communities, and in their personal growth" (p. 1270). His perspective is well shared with leadership and organizational researchers who emphasize the importance of creativity, innovation, and ingenuity (Amabile, 1997;DiLiello & Houghton, 2006;Kanter, 1983;Pardey, 2007).…”

Section: Self-awarenessmentioning

confidence: 99%

Successful and Sustained Leadership: A Case Study of a Jesuit High School President

García-Tuñón¹

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Leadership in turbulent times: Effective leadership during times of organizational change

Cited by 7 publications

References 0 publications

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

Liderazgo corporativo en tiempos de crisis económica: estudio de casos en empresas puertorriqueñas

Successful and Sustained Leadership: A Case Study of a Jesuit High School President

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