Transformational leadership and MNCs: evidence from Morocco community

Palalić, Ramo; Mhamed, El Mustapha Ait Sidi

doi:10.1108/jec-01-2020-0002

Cited by 9 publications

(10 citation statements)

References 108 publications

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“…After verifying the SEM model, this study also conducted a regression verification of transformational leadership, CSR and OC, and found that the results were significant as the authors' proposal. This is consistent with previous findings in McMurray et al, 2010 ; Patiar and Wang, 2016 ; Tabassi et al, 2016 ; Allen et al, 2017 ; Khan et al, 2018 ; Palalic and Ait Sidi Mhamed, 2020 ). Since RDHL's practice of CSR provides a basis for organizational sustainability (Allen et al, 2017 ); it also positively impacts employee commitment and organizational evaluation (McMurray et al, 2010 ).…”

Section: Discussionsupporting

confidence: 93%

“…TL has positively influenced employee sustainability performance (Jiang et al, 2017 ). TL also has found a direct impact on the achievement of OC (Tabassi et al, 2016 ; Palalic and Ait Sidi Mhamed, 2020 ). Through OC, leadership style directly or indirectly affects social and environmental performance (Patiar and Wang, 2016 ) and can be used to respond to future challenges and promote the sustainable development of organizations (Jones et al, 2017b ).…”

Section: Literature Reviewmentioning

confidence: 99%

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The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

2022

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The authors aim to explore a better fitting leadership style that is designed for the sustainable era in believing and committing to work for cherishing resources and developing the organization toward a new sustainable direction. This study developed the questionnaire items of the Resource-Dilemma-Handling-Leadership (RDHL) scale, representing a new sustainable era's new leadership style, and then to compare it with the transformational leadership style in order to highlight the importance of RHDL for sustainable development. This study took companies, which have more than 100 employees in Taiwan as research samples. Those companies were selected because they were socially tagged as being operating continuously for more than 20 years and identifying themselves with the operational orientation of social responsibility as their business philosophy and core values for management. A total of 532 valid questionnaires were collected, with a 90.6% valid return rate, and tested with the SEM method. Consistent with the authors' inferences from the literature, the test results suggest that CSR plays the role of full mediator between RDHL and OC. CSR itself is like a sense of responsibility, giving employees a sense of mission, to complete meaningful sustainability-relevant tasks in the organization. RDHL, compared with TL, has a better prediction power on CSR and OC. Theoretically, this study implies that the impact of leadership of the organization on OC in the aspects of sustainable development should be going through the influence of the ELB system in the form of CSR to promote the organization's internal and external organizational CSR performance, with added internal strengthening power from OC. Practically, the new RDHL concepts brought up by this study include the training and enhancement of leadership skills based on the content of the scale items being explored. The new RDHL scale contains a comprehensive description of the spirit of the new sustainable era's leadership style. Also, the future applications of RDHL ideas in the form of human resource development should help the realization of the ideally sustainability behavioral patterns of leaders and employees in the organizations.

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Section: Discussionsupporting

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

2022

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“…The first one is having a manager that will run the business locally by which an international company is assimilated into the local culture without negative consequences. The other one is to adapt to the local culture as the international manager adapts to all cultural attributes [9,10] to have a successful business. Operating in the international market is truly complexed and challenging.…”

Section: Sustainability's Challenge 1: Cultural Environment and International Businessmentioning

confidence: 99%

Sustainability of global and international business operations during the adversity and hardship

Palalić

Hisrich

Dana

et al. 2022

Heritage and Sustainable Development

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The COVID-19 pandemic has altered the way business is conducted. The widespread closure of commercial organizations presents opportunities to reset the way business activities are conducted. Regardless of the organization’s size or its status as a domestic or international firm, due diligence is required to find solutions that will allow firms to sustain their business activities in uncertain times. This study addresses this issue and attempts to identify issues that require urgent attention so that organizations can be effective and efficient in their global operations. In this context, the study proposes three imperatives for global/international businesses to sustain their operations in the long term. These imperatives include having a strong reserve fund, access to a local mutual fund, and networking to form alliances in host countries. Other implications are discussed, and we identify areas for future research.

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“…Although these goals are related and can be met by transactions between the parties, there is no higher purpose that would connect the leader and followers (Burns, 1978). Transactional leaders set goals and use rewards and punishments to motivate the followers to perform (Firfiray et al , 2018; Palalic and Ait Sidi Mhamed, 2020). Transactional leadership is characterized by three different dimensions: contingent reward, management by exception, and laissez-faire leadership.…”

Section: Theoretical Framework and Propositionsmentioning

confidence: 99%

Socioemotional wealth (SEW) as the driver of business performance in family businesses in Bosnia and Herzegovina: the mediating role of transformational leadership

Palalić

Smajić

2021

JFBM

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PurposeThe aim of this study is to investigate a mediation role of leadership over business performance and socioemotional wealth, within two Bosnian family businesses. This research purpose brings interesting highlights regarding how family businesses embedded the role of leadership that it might have a tremendous influence on business performance while tuning the socioemotional wealth.Design/methodology/approachThis study is based on qualitative research methodology. The sample is collected based on a purposive sampling method as in most qualitative studies. As the instrument for data collection is concerned, in-person-semi-structured interview has been employed with the owner-manager of each particular-family firm. Thus, two case studies were conducted and analyzed.FindingsThe research contributes both to the theory and the practice. From the theoretical perspective, it contributes to the theoretical knowledge of leadership as an important role in relationship between the socioemotional wealth and business performance. The practical contribution of this research could be summed up in the sense that business owners should seek to employ positive leadership vibes to create a good socioemotional wealth so that would be positively reflected in overall business performance of a family business. Other findings are further discussed.Originality/valueScarce empirical research offers mixed results while theoretical propositions that organizational governance (leadership) plays an important role in this relationship, is somehow neglected. Hence, this is the first empirical study on this particular that investigates this topic in Bosnia and Herzegovina (BiH), even in the Balkan region.

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Transformational leadership and MNCs: evidence from Morocco community

Cited by 9 publications

References 108 publications

The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

Sustainability of global and international business operations during the adversity and hardship

Socioemotional wealth (SEW) as the driver of business performance in family businesses in Bosnia and Herzegovina: the mediating role of transformational leadership

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