The Entrepreneurial Leader's Impact on the Organization's Performance in Dynamic Markets

Tarabishy, Ayman El; Solomon, George T.; Fernald, Lloyd W.; Sashkin, Marshall

doi:10.3905/jpe.2005.580519

Cited by 94 publications

(86 citation statements)

References 16 publications

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“…In the second hypothesis, our findings were in harmony with the assertion of Tarabishy, Solomon, Fernald and sashkin (2005), that leaders and their leadership style influence both their subordinate and organisational outcome. The test of our hypothesis, confirmed a statistically significant determinate relationship between transformational, transactional and democratic leadership style and organizational performance.…”

Section: Discussion Of Findingssupporting

confidence: 71%

Leadership Style Paradigm Shift and Organisational Performance: A Case of the Nigerian Cement Industry

Olukayode¹

2014

Afr. Res. Rev.

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Section: Discussion Of Findingssupporting

confidence: 71%

Leadership Style Paradigm Shift and Organisational Performance: A Case of the Nigerian Cement Industry

Olukayode¹

2014

Afr. Res. Rev.

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“…House and Aditya (1997) identified micro-level research with a focus on leaders in relation to their subordinates and immediate superiors, as well as macro-level research that has a closer focus on the overall organization and the organization's environment. According to Tarabishy et al (2005) suggested that leaders, as well as their leadership styles, influence the subordinates and also influence organizational outcomes. This leads to our first hypothesis:…”

Section: The Leadership Effect On the Organizational Performancementioning

confidence: 99%

Human Resource Strategies as a Mediator between Leadership and Organizational Performance

Alsughayir¹

2014

IBR

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Leadership style is a kind of method that aims to realize organizational targets and affect all organizational activities. This quantitative study focused on various business domains in Saudi Arabia to examine how leadership styles are related to human resource strategies and organizational performance. The study adopted the self-administered survey methodology technique using a pre-validated pre-piloted questionnaire. Data were analyzed using Structural Equation Modelling. A total of 270 questionnaires were distributed with a response rate 92.9% based on a convenience method. Our survey found a direct positive relationship between leadership style and organizational performance and an indirect relationship between leadership style and human resource strategy as a mediator, while human resource strategies contribute positively and significantly to organizational performance. The findings are relevant for operating human resource management strategies and for developing a style of leadership. An enterprise can use this information to promote recognition and devotion among its employees based on a range of strategies, and then creates overall performance of the organization. Also, it is possible to use different leadership styles for different strategies. Consequently, this study has both theoretical and practical reference value.

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“…Such leadership skills and the ability to make the right choices enable small businesses to thrive under difficult circumstances. Leadership skills are key attributes of successful companies locally and globally [25]. Yuki [26] has found that superior leadership skills and entrepreneurrial success are inseparable.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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The paper is based on a 5-year follow-up study (2007 to 2012) of a random sample of 349 small business enterprises that operate in and around the city of Pretoria in South Africa. Data were gathered from each of the businesses on socioeconomic factors that were known to affect the long-term survival of small businesses. The objective of the study was to identify and quantify key predictors of viability and long-term survival. Pearson's chi-square tests of associations, binary logistic regression analysis and the Cox Proportional Hazards Model were used for screening of variables, and for estimating odds ratios and hazard ratios of key predictors of viability and long-term survival. The study found that 188 of the 349 businesses that took part in the study (54%) were not viable, and that the long-term survival and viability of small businesses were adversely affected by lack of entrepreneurial skills, lack of supervisory support to newly established businesses, and inability to operators running newly established businesses to acquire relevant vocational skills.

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The Entrepreneurial Leader's Impact on the Organization's Performance in Dynamic Markets

Cited by 94 publications

References 16 publications

Leadership Style Paradigm Shift and Organisational Performance: A Case of the Nigerian Cement Industry

Leadership Style Paradigm Shift and Organisational Performance: A Case of the Nigerian Cement Industry

Human Resource Strategies as a Mediator between Leadership and Organizational Performance

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

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