PurposeCollective concepts of leadership open up some essential aspects of organizational leadership that could be defined as the collective ability of leadership to detect and cope with changes in the external environment by maintaining the primary goals of the organization. The purpose of this paper is to design a tool to evaluate organizational leadership capability.Design/methodology/approachA total of 445 respondents from six Estonian organizations participated by completing a questionnaire about organizational leadership. Next, a quantitative analysis is performed and sets of factors obtained from a partial least squares regression and Cronbach alpha test. Finally, the pattern of individual items (statements) within each of the factors is identified and the results, which indicate organizational leadership capability, are plotted.FindingsDuring the last two decades, leadership on the collective level has come under greater focus. This has arisen from the necessity to transfer leadership capabilities to the strategic assets of organizations that allow them to achieve performance on a daily basis with long‐term success. That means organizational leadership capabilities that are based on the leadership skills and knowledge of organizational members on the one hand, and the extent to which these skills and knowledge are embedded in the structure of an organization on the other. Therefore, the measurement of organizational leadership capability is an important issue for improving organizational performance in the long term.Originality/valueFrom the practical point of view, the measurement tool has many advantages: it is easier to collect answers from a large sample of respondents; it is simple to calculate and analyse the collected answers; it is also possible to measure organizations as a whole or by separate areas or management levels. Also, the measures in the measurement tool provide support to help managers increase the quality and efficiency of management in every day practice.
Purpose – The purpose of this paper is to explore how organizational leadership capability as a knowledge coordinating mechanism affects service organization activities towards different stakeholder groups. Design/methodology/approach – The subjects in the case study are four Estonian service companies from the banking and retail industry providing high- and low-skill services, respectively. The data for the study were collected using the Organizational Leadership Capability Questionnaire with a total of 375 employees as respondents, and the organizations’ web sites to analyse corporate social responsibility (CSR). Assessment and analysis of the data included: the measurement of organizational leadership capability; the measurement of CSR communication; and analysis of the results gained from studying issues pertaining to organizational leadership capability as a knowledge coordination mechanism and innovative behaviour in terms of CSR. Findings – Ultimately, the study reveals that organizations with higher intensity of knowledge use in high-skill service industries have greater ability to coordinate knowledge as expressed in terms of organizational leadership capability, which in turn, allows them to behave more innovatively in terms of CSR towards stakeholders. Research limitations/implications – This study suggests that innovative behaviour in organizations towards different groups of stakeholders depends on organizational leadership capability. However, the results of this study are only valid in the context of the Estonia service sector, and more precisely the retail and banking industry. Originality/value – This paper demonstrates the role of organizational leadership capability in the coordination of knowledge to generate innovative behaviour in terms of CSR in service organizations.
Purpose -The aim of the study is to explore the relationship between organizational leadership capability and organizational performance in the context of market orientation in Estonian financial services organizations. Design/methodology/approach -A total of eight organizations from the Estonian financial services sector participated in this study: the five largest banks (B95 per cent of the market), the largest leasing organization (B50 per cent of the market) and the two largest insurance companies (B50 per cent of the market). The data used includes: aggregated and non-aggregated evaluations by customers, and aggregated financial data. The methodology combines two approaches for testing the hypotheses: a quantitative OLS regression analysis of the evaluations from 555 customers, and ranking mean values of the aggregated assessments from customers and financial data in quartiles for all eight organizations. Findings -The results of the study reveal a relationship between specific organizational leadership capabilities and organizational performance.Research limitation/implications -The study suggests that the positive relationship between leadership and organizational performance at the organizational level explains how an organization manages in the context of its external environment. However, the results of the authors' investigation are only valid in the Estonian financial services context, and the influence of organizational leadership capability on organizational performance in organizations in other service sectors could differ from these results. Originality/value -This paper demonstrates that organizational leadership capability, expressed as the interaction between the main behavioural principles of an organization marked as organizational orientation and adaptation, has a clear relationship with organizational performance.
Purpose The purpose of this study is to explore how an authentic leader’s internal (self-regulation, self-awareness and internalised moral perspective) and external competencies (relational transparency and balance processing) influence nepotism, favouritism and cronyism (NFC). Design/methodology/approach The study used a quantitative research approach and respondents were sampled from private and public banks across the ten regions of Ghana using survey questionnaires. Overall, 127 branch managers and 997 subordinates were sampled. The collected data were analysed using exploratory and confirmatory factor analysis, and multiple regression was used to explore the influence the of authentic leadership (AL) competences on NFC. Findings On leader’s internal competences, the results revealed that self-awareness had a significant decreasing influence on nepotism in terms of operations, while internalised moral perspective had a significant increasing influence on favouritism in the context of position. Self-regulation did not have any significant influence on NFC. Regarding the leader’s external competences, relational transparency had a significant positive influence on favouritism and nepotism, while balance processing had a significant negative influence on favouritism and nepotism in the context of position and operations, respectively. Research limitations/implications The results suggest that AL competences have a mixed influence on NFC in the context of this study. However, the findings are limited to Ghana and cannot be generalised to countries that do not share a similar culture with Ghana such as countries in Europe, North and South America, Asia and even certain countries in Africa. Practical implications The authors advise family businesses to use free and fair measures to appoint or promote employees who have the required skills to manage the office rather than appointing family members to positions without merit. Training on AL and NFC should be conducted for managers to enable them to understand the potential negative effects of NFC on the employees and the organisation at large. Social implications Laws must be passed to guard against appointments or recruitments of employees in the public sector organisations based on NFC to minimise these unethical behaviours. Originality/value This is the first study which empirically explores AL competences influence on the leaders’ behaviour in the context of NFC.
PurposeThe purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance appraisal (PA) and how this is associated with organizational effectiveness in terms of organizational leadership (OL).Design/methodology/approachThe study subjects are two economic faculties of two Estonian public universities. The data for the study were collected using the PA Survey with a total of 82 AEs, OL Capability Questionnaire with a total of 72 AEs and the organizations' documents to analyze PAS. Assessment and analysis of the data included: the measurement of PAS design; the measurement of perceived justice from PA; the measurement of organizational leadership capability; analysis of the results gained from studying perceived justice from different PAS designs and organizational effectiveness in terms of OL.FindingsUltimately, the study reveals that PAS design affects academic employees' perception of distributive justice and organizational external effectiveness in terms of OL but does not affect academic employees' perception of procedural justice and organizational internal effectiveness in terms of OL.Research limitations/implicationsThis study suggests that organizational effectiveness depends on perceived justice of employees from the design of PAS. However, the results of this study are valid in the arrangements of academic jobs in universities and in similar or close context of Estonian culture.Originality/valueThis paper demonstrates the role of PAS design in conditions of intellectual job arrangement in universities with its influence on organizational effectiveness in the context of OL.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.