Perceptions of the Impact of Chief Executive Leadership Style on Organizational Performance Through Successful Enterprise Resource Planning

Abstract

Leadership has been recognized as a major factor in project success and this has been empirically validated throughout many fields. However, chief executive officer leadership style has seldom been discussed in depth in the context of enterprise resource planning (ERP) project success. In this study a survey was carried out with 368 Taiwanese companies that had previously implemented ERP systems over a 1-year period. Three transformational leadership styles -charisma, individual consideration, and intellectual stimulation -are discussed. The results indicate that only a charismatic leadership style has a substantially positive effect on organizational performance, especially through the successful implementation of ERP. Managerial implications and suggestions are discussed based on findings.

The Influence of Leadership, Organization Behavior, Compensation, And Work Discipline on Employee Performance in Non-Production Departments PT. Team Metal Indonesia

“…Improving leadership can have an impact on improving the performance of non-production department employees at PT. Team Metal Indonesia.This finding is in line with the findings of Huang et al (2011), Luthans(2016), Raf et al (2014, Ratnasari, Sutjahjo, and Adam (2018). 2.…”

Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

“…This mistake has definitely been one of the main causes of several failed ERP implementation projects. Meanwhile success of ERP projects is relying heavily on human elements such as projects' managers and projects' team members' in terms of efforts and commitment [8] [35].…”

“…Leadership has been classified as one of the most substantial critical success factors for the implementation of an ERP system. Therefore, organizations are usually seeking to acquire the appropriate type of leaders with effective leadership competencies that are capable to lead members of ERP projects [6] [7] [8] [9].…”

“…concluded the significance of transformational leadership in generating the desired organizational culture and supporting individuals' implicit and explicit knowledge sharing intention, hence to attain business objectives through the assimilation of ERP systems, clarifying that by proving the positive and direct relation between transformational leadership and organizational culture which has both direct and indirect impact on ERP success thought fostering knowledge sharing among employees.Garg[62] advised that Transformational leadership is considered as a critical success factor associated to ERP implementation projects. He claimed that as the leader who involved in ERP projects should continually strive to resolve conflicts and deal with resistance of change, thus effective change management is crucial during such initiatives, starting at the beginning of the project phase and enduring throughout the entire life cycle, considering that transformational leadership is the most fit form to manage change during the ERP projects specially when dealing with change in enterprise wide culture.Meanwhile[8] claimed the significant relationship between Chief Executive Officer transformational leadership style in an organization and improvement of organizational performance in the context of an ERP project implementation.According to Rezvani, et al,[9] the influence of transformational leadership on ERP users through its four constructs is articulated as follows:  Idealized influence-leaders who have high levels of moral and ethical manner can influence an ERP users' intention to implement or continue to use an ERP system by generating loyalty from followers and more personal respect.  Inspirational motivation-Leaders with an apparent vision for the future based on organizational norms can motivate ERP users to keep on using the Open Access Library Journalsystem by providing confidence via symbolic behaviors and convincing language.…”

Liderança virtuosa, Comprometimento organizacional e desempenho individual

“…O seu contributo enquanto fator crítico de (in)sucesso na performance organizacional é consistentemente reconhecido pela literatura (Huang & Hsu, 2011), pelo que se afigura como um tema clássico nos estudos organizacionais e da gestão (Cunha & Rego, 2005). Aliás, esta atenção particular pelo estudo da liderança existe desde sempre, já que os primeiros registos sobre a eficácia da liderança remontam à emergência da civilização.…”