Agile Leadership and Organization Performance in the Perspective of VUCA

Akkaya, Bülent; Sever, Emine

doi:10.4018/978-1-6684-3894-7.ch010

Cited by 7 publications

(9 citation statements)

References 20 publications

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“…In a volatile, uncertain, complex, and ambiguous (VUCA) world, the leaders must exhibit agility and adaptability, perceived as valuable by the employees. Akkaya & Sever (2022) argued that the agile leaders acted flexibly in the face of changing conditions, allowing for optimal organizational adaptation.…”

Section: Leadership Agility Significantly and Positively Influences E...mentioning

confidence: 99%

Employee Performance in the Nexus of Leadership Agility, Perceived Organizational Support, Organizational Commitment and Readiness for Change

Suhermin,

Rahayu,

Zahro

et al. 2024

JEBIK

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This research aims to explore the multifaceted impact of Industry 4.0 on employee performance through the involvement of leadership agility, perceived organizational support, organizational commitment, and readiness for change in PT Angkasa Pura I - Juanda, the company responsible for overseeing airports in Indonesia. This study employs random sampling with specific inclusion criteria to gather the respondent. The data was collected from 150 employees of PT Angkasa Pura I - Juanda and analyzed using Partial Least Square through SmartPLS. The results show that the leadership agility significantly and positively influences the employee performance, individual readiness for change, and organizational commitment. Further, the perceived organizational support significantly and positively influences the organizational commitment and employee performance. Additionally, both the individual readiness for change and organizational commitment significantly and positively influences the employee performance. These results provide several implications related to the importance of leadership agility, perceived organizational support, organizational commitment, and readiness for change in fostering employee performance.JEL: D23, M12, O15.

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Section: Leadership Agility Significantly and Positively Influences E...mentioning

confidence: 99%

Employee Performance in the Nexus of Leadership Agility, Perceived Organizational Support, Organizational Commitment and Readiness for Change

Suhermin,

Rahayu,

Zahro

et al. 2024

JEBIK

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“…That has always been the case before, and you must play chess on two boards at the same time: internally and externally (Business Research Centre, 2022). Akkaya and Sever (2022) argue that a changing environment needs agile leaders. These leaders can uncover the strengths of their employees, use their insights into transition the organization's intended change, and take advantage of the opportunities in change while trying to minimize their negative impact on the organization.…”

Section: Risk Leadershipmentioning

confidence: 99%

Strategic Risk Leadership and Sustainability in an Ever Changing Environment

Snippe¹,

Kara²

2023

SRSD

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PURPOSE: The purpose of this study is to analyze the relationship between sustainable performance and risk management, whereby sustainability (innovation), interdisciplinarity and leadership give new insights into the traditional perspectives on performance and risk management in the field of accounting and finance. DESIGN/METHOD: A number of 58 cases were collected. Due to the substantiated selection, 51 unique cases were used for the data analysis. Using the cases, the researchers built a database with fixed observation categories to operationalize the theoretical framework. This database contains data on widespread characteristics of an organization, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, and strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (from the COSO Integrated framework: strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The empirical research shows that if organizations have a mission and/or vision that includes sustainability, in more than half of the cases it is used in strategic goals and core values. However, this is far from happening in every organization. These organizations more often apply a sustainability strategy, and all pursue SDGs. It therefore seems that they use sustainable terms less often in the management of the company than they use in practice in the execution of the strategy. This pattern is even stronger among organizations that have not included sustainability criteria in the mission and/or vision: 60% pursue a sustainability strategy and three quarters pursue SDGs. Organizations that do not pursue a sustainability strategy do pay attention to sustainability in almost half of the cases when managing the organization. Conversely, unfortunately, not every organization that implements a sustainability strategy also propagates this via its mission/vision, strategic goals, and core values. ORIGINALITY/VALUE: Researchers have investigated (part 1) whether implementing a sustainability criterion in a mission/vision has consequences for managing the organization based on sustainable strategic goals and core values; and (part 2) if a company pursues SDGs and/or a sustainability strategy, sustainability criteria are mentioned in the strategic characteristics. KEYWORDS: sustainability, strategy, leadership, risk management, performance management. JEL: A12, A13, A23, D21, D22, D62, D81

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“…However, agile leadership places particular emphasis on the ability to perceive stakeholder needs and adapt to their evolving requirements. Therefore, this study defines agile leadership as a competency that emphasizes investigating and comprehending stakeholder demands, removing impediments, fostering organizational success, and timely responsiveness to stakeholder needs [21][22][23][24][25][26]. The constituent components are as follows:…”

Section: Agile Leadership (Al)mentioning

confidence: 99%

“… Stakeholder engagement (SE) serves as a valuable approach for the exchange of information with customers, shareholders, and members within the organization, facilitating a deeper understanding of their evolving needs and expectations [23][24][25][26].…”

Section: Agile Leadership (Al)mentioning

confidence: 99%

Agile Leadership and Digital Transformation in Savings Cooperative Limited: Impact on Sustainable Performance Amidst COVID-19

Esamah,

Aujirapongpan,

Rakangthong

et al. 2023

J. Hum. Earth Future

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Savings Cooperative Limited in Thailand is a financial institution that operates under strict legal regulations and self-imposed limitations to mitigate potential risks arising from its business activities. During the COVID-19 pandemic, the adoption of agile leadership within the organization becomes crucial in reducing inertia and facilitating the digital transformation process, leading to sustainable financial and non-financial performance. This research aims to investigate the direct and indirect effects of agile leadership and organizational inertia on sustainable financial and non-financial performance, with digital information playing a significant role.The study comprised 100 managers or deputies from Savings Cooperative Limited in Thailand, selected through purposeful sampling to meet specific criteria. Data collection involved a questionnaire based on concepts and theories, administered via email, phone, and mail. Subsequently, the collected data underwent analysis using structural equation modelling (SEM) to yield results. The findings of this study demonstrate a positive relationship between agile leadership and digital transformation, as well as sustainable financial and non-financial performance. Furthermore, organizational inertia was found to have a negative impact on digital transformation. However, the relationships between other variables were not statistically significant. These results contribute to a better understanding of the definition of agile leadership, highlighting its inability to eliminate the influence of external factors such as legal constraints. Therefore, it is recommended that authorities responsible for enforcing laws consider providing leniency during crisis conditions, allowing Savings Cooperative Limited to employ agile leadership in practical ways. Any leaders within Savings Cooperative Limited in Thailand aiming to implement digital transformation and achieve success should prioritize the selection of agile leadership based on these findings. Doi: 10.28991/HEF-2023-04-01-04 Full Text: PDF

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Agile Leadership and Organization Performance in the Perspective of VUCA

Cited by 7 publications

References 20 publications

Employee Performance in the Nexus of Leadership Agility, Perceived Organizational Support, Organizational Commitment and Readiness for Change

Employee Performance in the Nexus of Leadership Agility, Perceived Organizational Support, Organizational Commitment and Readiness for Change

Strategic Risk Leadership and Sustainability in an Ever Changing Environment

Agile Leadership and Digital Transformation in Savings Cooperative Limited: Impact on Sustainable Performance Amidst COVID-19

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