Performance implications of transformational supply chain leadership and followership

Abstract

Purpose -The purpose of this paper is to develop the concepts of supply chain leadership (SCL) and supply chain followership (SCF) from the literature, and propose a theory of leadership in supply chains using a strategy-structure-performance theory framework. Design/methodology/approach -Constructs are defined and valid and reliable scales are developed for SCL, SCF, and three structural elements (information availability, communication, and rewards). Proposed SCL and SCF theoretical relationships are tested using data collected from an interactive simulation and analyzed using structural equation modeling. Findings -Transformational SCL and SCF are inter-related constructs that can be linked to the creation of the three forms of supply chain structure examined in this research to varying degrees. A finding of significance is that supply chain follower organizations may actually have greater influence over operational performance than the supply chain leader. Research limitations/implications -This research presents an initial test of supply chain-related constructs not tested in previous research. These represent significant organizational constructs that may benefit future supply chain research efforts. Practical implications -Transformational supply chain behaviors of leaders and followers can be perceived and measured. Managers may utilize this knowledge to better understand the type of supply chain relationships their organization should most effectively pursue. Originality/value -The paper introduces the concepts of SCL and SCF and empirically tests these concepts and the structural constructs of information availability, communication, and rewards.

Toward a behavioral approach of international shipping: a study of the inter-organisational dynamics of maritime safety

“…The present results are consistent with the literature (Fabbe-Costes, 2010;Defee et al, 2010;Bowersox and Closs, 1996;Ellram and Cooper, 1990;Lavastre et al, 2016). The authors identify sources of leadership such as third-party recognition, the leader's weight and its central position, enabling it to impact the entire chain by coordinating it, impelling a dynamic, performance-generating influence process.…”

“…As proposed by Bonet-Fernandez and Boissinot (2012), for Defee et al (2010), supply chain leadership is "a relational concept involving a supply chain leader and one or more followers who interact in a dynamic process of mutual influence". The leader is the actor best able to "deploy the four elements of leadership in relation to other members (an organisation capable of greater influence, clearly identifiable by its behaviors, creating visions and establishing relationships with other supply chain organisations" (Defee et al, 2010). The leader then played a central role in managing the supply chain (Ellram and Cooper, 1990).…”

The impact of supply chain quality leadership on supply chain quality integration and quality performance

“…The broad SC leadership construct captures the relationship between a firm and its SC members (Defee et al , 2010; Lockstrom et al , 2010). Mokhtar et al (2019; p.257) defined SC leadership as “a set of behaviours exhibited by a firm in influencing and orchestrating the actions and behaviours of its own SC members.” Effective SC leadership has been shown to be a significant impetus for impactful performance in the SC context, including operational performance (Hult et al , 2000; Melnyk et al , 2009), buyer–supplier relationships (Lambrechts et al , 2010), sustainability (Defee et al , 2009; Gosling et al , 2016), SC learning (Ojha et al , 2018) and SC integration (Kull et al , 2019).…”

The impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplier

“…Secondly, the behaviour anticipated by the supply chain leader might be seen through its stated policies and the actions of boundaryspanning personnel, behaviour which identify the supply chain leader and distinguish it from follower organizations. Thirdly, the supply chain leader is the corporation that recognises the need for change and generates an idea of a better future for the supply chain (Defee, Stank, & Esper, 2010). Gosling et al (2016) propose a conceptual framework on how focal companies assuming a leadership role initiate and disseminate sustainable practices in their supply chains.…”

“…Considering the literature, e.g. Carsten and Uhl-Bien (2013) and Defee et al (2010), followership is expected to infl uence the adoption of social responsible behaviour, namely it is expected that the follower organization internalizes the practices of leader's organizations if they realize that they can contribute to the sustainability of their own business. Suppliers committed to collaborate with leaders in a synergistic way, aware of the importance of teamwork in the leader-follower relationship, will be more predisposed to follow the leader's behaviour and adopting it in their daily lives, since they recognize the value of this conduct for their own organizations.…”