Asian leadership styles, entrepreneurial firm orientation and business performance

Harsanto, Budi; Roelfsema, Hein

doi:10.1504/ijesb.2015.072759

Cited by 18 publications

(10 citation statements)

References 29 publications

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“…First, our research adds to the leadership literature a new model of ambidextrous leadership and job crafting via the mediation mechanism of EO. The leadership literature has established the predictive role of leadership for EO; yet, scholarly attention has tended to be paid to transformational leadership (Harsanto and Roelfsema, 2015) because of its change force to activate innovativeness (Overstreet et al , 2013) . This research distinguishes itself from previous leadership-EO models by assessing how ambidextrous leadership contributes to EO.…”

Section: Discussionmentioning

confidence: 99%

“…The last component – risk taking – is linked with an organization’s willingness to make bold and daring resource commitments toward organizational initiatives with uncertain returns (Wales et al , 2013). Because of the performance benefit of acting entrepreneurially, research is increasingly focused on identifying the antecedents of EO (Simsek and Heavey, 2011; Wales et al , 2013), especially leadership, which has been reported to influence EO (Harsanto and Roelfsema, 2015).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Ambidextrous leadership, entrepreneurial orientation and job crafting

Dinh

Qian

2019

EBR

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Purpose The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation. The paper also seeks an insight into how organizational social exchange moderates the effect of ambidextrous leadership on entrepreneurial orientation. Design/methodology/approach Research data were garnered from 427 supervisor–subordinate dyads from software companies in the Vietnamese business context. Findings Research findings corroborated the positive relationship between ambidextrous leadership and entrepreneurial orientation, which is positively associated with job crafting. Research results also provided evidence for the mediation role of entrepreneurial orientation for the positive link between ambidextrous leadership and job crafting, as well as for the moderation role of organizational social exchange for the effect of ambidextrous leadership on entrepreneurial orientation. Originality/value Research findings have extended ambidexterity theory of leadership by identifying job crafting as an outcome of ambidextrous leadership and entrepreneurial orientation as a mediator for this relationship.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Ambidextrous leadership, entrepreneurial orientation and job crafting

Dinh

Qian

2019

EBR

View full text Add to dashboard Cite

show abstract

“…First, our research adds to leadership literature a new model of ambidextrous leadership and operational performance via the mediation mechanism of EO. Leadership literature has established the predictive role of leadership for EO; yet, scholarly attention has tended to be paid to transformational leadership (Harsanto and Roelfsema, 2015) due to its change force to activate innovativeness (Overstreet et al, 2013). This research distinguishes itself from previous leadership-EO models by assessing how the two change forces in ambidextrous leadership contribute to EO.…”

Section: Theoretical Implicationsmentioning

confidence: 98%

Ambidextrous leadership, entrepreneurial orientation, and operational performance

Luu

2017

LODJ

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Purpose The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO. Design/methodology/approach The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context. Findings The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance. Originality/value This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

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“…Integration of sustainability is required at strategic and operational levels of management by keeping in view the future and current targets of stakeholders ( Awan et al, 2017 ). With the development of leadership models in modern scenarios, visionary leaders emerged and became popular among leadership researchers ( Harsanto and Roelfsema, 2015 ). Leadership paradigms are shifting from traditional to visionary, also termed “charismatic,” “transformational,” or “inspirational” leadership, which also considers the emotional dimensions of the phenomenon ( Laeeque and Babar, 2016 ).…”

Section: Introductionmentioning

confidence: 99%

The Role of Transformational Leadership on Firm Performance: Mediating Effect of Corporate Sustainability and Moderating Effect of Knowledge-Sharing

et al. 2022

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The primary purpose of the research is to investigate the mediating role of corporate sustainability in the relationship between the impacts of transformational leadership on the performance of firms. This study also aimed to investigate the moderating role of knowledge-sharing on the relationship of transformational leadership with corporate sustainability. Respondents of the study were the top management of large Chinese automobile sectors, such as Shanghai Automotive Business Corporation (Group), China FAW Group Corporation, Dongfeng Motor Co., Ltd., Beijing Automotive Group Co., Ltd., and China North Industries Group Corporation. These are the companies with the biggest market share in the automobile manufacturing industry in China. The data was gathered by using a self-administrative survey questionnaire from 198 individuals operating in different automobile industries in different sectors of China. The data were analyzed using structural equation modeling (SEM) through the Smart PLS 3.3.2 software. The results of this study revealed that transformational leadership has a positive and significant effect on the performance of the firm. Corporate sustainability has a significant positive mediating role in the association of transformational leadership and firm performance. Findings indicated that knowledge-sharing also has a positive moderating role in the association between transformational leadership and firm performance. The findings of this study contribute to the body of knowledge and show that leadership style has a significant effect on firm performance and that knowledge-sharing culture in firms is essential for better performance of the firm. Furthermore, firms may improve their performance by improving their sustainability and by creating knowledge-sharing culture. The findings are important, particularly in connection with a developed country like China. The findings have important insights for various stakeholders, i.e., government, regulatory bodies, practitioners, academia, industry, and researchers.

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Asian leadership styles, entrepreneurial firm orientation and business performance

Cited by 18 publications

References 29 publications

Ambidextrous leadership, entrepreneurial orientation and job crafting

Ambidextrous leadership, entrepreneurial orientation and job crafting

Ambidextrous leadership, entrepreneurial orientation, and operational performance

The Role of Transformational Leadership on Firm Performance: Mediating Effect of Corporate Sustainability and Moderating Effect of Knowledge-Sharing

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