Promoting Stewardship Behavior in Organizations: A Leadership Model

Hernandez, Morela

doi:10.1007/s10551-007-9440-2

Cited by 292 publications

(272 citation statements)

References 33 publications

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“…The resulting relationship-centered behaviors foster a culture of commitment to the business around which the family can build an enduring relationship with its employees, nurture a sense of responsibility among employees to one another and to the enterprise as a whole. Hernandez (2008Hernandez ( , 2012 and others (Segal & Lehrer, 2012) identify other antecedents, and suggest that shared leadership, ongoing investment in employee development and training, promotion of a long-term perspective, and affective commitment to and psychological ownership of the firm also motivate the emergence and institutionalization of stewardship.…”

Section: Theoretical Foundationsmentioning

confidence: 98%

Are Family Firms Good Employers?

Neckebrouck

Schulze

Zellweger

2018

AMJ

199

174

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Family firms employ about 60 percent of the global workforce. While it is widely assumed that they are good employers, data about their conduct is mixed. In this study, we extend stewardship and agency theories to test competing propositions about the impact of family on employment practices using data from 14,961 private Belgian firms over a 19-year period. Higher investments, lower dividend payout, and higher risk tolerance indicate that family firms are better financial stewards of their companies than nonfamily firms. However, family firms are worse organizational stewards than nonfamily firms: They offer lower compensation, invest less in employee training, and exhibit higher voluntary turnover and lower labor productivity. Further, and contrary to earlier research, we find that financial practices in private family firms do not change over time, and that the deleterious influence of family on employment practices rises with both firm age and with heightened family involvement. Together, our findings suggest that a more nuanced understanding of stewardship and agency theory is needed to understand the impact of family on the governance of private firms

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Section: Theoretical Foundationsmentioning

confidence: 98%

Are Family Firms Good Employers?

Neckebrouck

Schulze

Zellweger

2018

AMJ

199

174

View full text Add to dashboard Cite

show abstract

“…Bernstein, Buse, & Bilimoria, 2016;Hernandez, 2008Hernandez, & 2012Caldwell, Hayes, Karri, & Bernal, 2008). Caldwell and Floyd (2014) have cited evidence demonstrating that organizations that treat employees with high regard, dignity, and respect are measurably more productive and profitable than similar organizations that treat them as partners in a simply transactional relationship.…”

Section: Elements Of Sawubonamentioning

confidence: 99%

“I See You!” – The Zulu Insight to Caring Leadership

Caldwell¹,

Atwijuka²

2018

JVBL

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Although the role of leaders in building relationships with team members has been well-established as a foundation for improved performance (Beer, 2009), the complex challenges in directing the modern organization in a highly competitive global marketplace often mean that leaders of organizations are more focused on tasks rather than people. Nonetheless, a growing body of research about the importance of leadermember relationships confirms that leaders who demonstrate a caring commitment to the welfare of organization members also create organizations that are more profitable, more innovative, and more effective at meeting customer needs

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“…In our study context, when a store manager's actions repeatedly make environmental policies contingent on operational efficiency or financial performance, in situations where these goals are at odds (termed as low pattern orientation), sales associates learn that operational and financial performance have priority, regardless of their leader's voiced concern for the environment. If a store manager acts as a steward by making a trade-off in operational or financial performance for the sake of improving a store's environmental performance (termed as high pattern orientation), sales associates infer that environmental responsibility is an appropriate course of action and are more likely to act as environmental stewards themselves (Block 1993;Hernandez 2008Hernandez , 2012. Because a manager's pattern orientation can help foster a climate in which environmentally responsible actions become the perceived norm, we posit:…”

Section: Articulation Of the Prioritization Of Environmental Principlesmentioning

confidence: 99%

“…Previous research has mainly studied relationship aspects to describe how leaders foster stewardship (de Ruyter et al 2009;Hernandez 2008). We argue instead that a leader's taskoriented actions effectively articulate strategic choices and prioritization among available options, thus providing direction for the development of a work climate that fosters environmental responsibility.…”

mentioning

confidence: 93%

Making SENS: exploring the antecedents and impact of store environmental stewardship climate

Hensen

Keeling

Ruyter

et al. 2015

J. of the Acad. Mark. Sci.

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Retailers increasingly recognize that environmental responsibility is a strategic imperative. However, little research has investigated or identified the factors that facilitate the successful implementation of environmentally responsible strategies across a network of customer-facing sales units (stores). We propose that a store manager's ability to lead by example facilitates this process by fostering a supportive climate for store environmental stewardship (SENS-climate). By examining the influence of store managers' actions on sales associates' perceptions of the SENS-climate, as well as the subsequent impact on their performance-measured by margins, as well as sales of green and regular products-this study demonstrates that store managers can foster a SENS-climate by articulating their prioritization of environmental responsibility in their operational decisions. These positive effects are sustained by relational factors, such as the moderating effect of the store manager-sales associate dyadic tenure. In contrast, when store managers display high variability in their environmental orientation, it hinders the development of SENS-climate perceptions among sales associates. If sales associates perceive an enabling SENS-climate, they achieve higher margins and more green but fewer regular sales.

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Promoting Stewardship Behavior in Organizations: A Leadership Model

Abstract: courage, intergenerational, intrinsic motivation, leadership, stewardship, trust,

Cited by 292 publications

References 33 publications

Are Family Firms Good Employers?

Are Family Firms Good Employers?

“I See You!” – The Zulu Insight to Caring Leadership

Making SENS: exploring the antecedents and impact of store environmental stewardship climate

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