Social Entrepreneurship, Transformational Leadership and Organizational Performance: The Mediating Role of Organizational Learning

Sari, Ria Nelly; Junita, Dewi; Anugerah, Rita; Nanda, Satria Tri

doi:10.17512/pjms.2021.23.2.28

Cited by 6 publications

(9 citation statements)

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“…There were also studies of transformational leadership on in-role sales performance (MacKenzie et al. , 2001), organisational learning (Sari et al. , 2021), engagement of employees and organisational commitment (Park et al.…”

Section: Resultsmentioning

confidence: 99%

“…, 2012). The subordinates might adopt essential principles that have been transformed by organisational leaders and use them as a guide for future learning (Sari et al. , 2021).…”

Section: Resultsmentioning

confidence: 99%

“…CEO transformational leadership's impact on the trust climate of the top management team has been identified by Lin et al (2016). There were also studies of transformational leadership on in-role sales performance (MacKenzie et al, 2001), organisational learning (Sari et al, 2021), engagement of employees and organisational commitment (Park et al, 2021). Ethical leadership was found to impact on employee motivation (Ouakouak et al, 2020), team performance (Liu et al, 2019), job satisfaction (Tarkang Mary and Ozturen, 2019) and project success (Bhatti et al, 2021).…”

Section: 2mentioning

confidence: 99%

“…Project leaders who are action-oriented can have a tremendous impact on the team's learning environment and enhance individual knowledge for growth (Braun et al, 2012). The subordinates might adopt essential principles that have been transformed by organisational leaders and use them as a guide for future learning (Sari et al, 2021). Therefore, influence power is considered as one of the elements of leaders so that the organisation can gain a competitive advantage and improve its overall efficiency and effectiveness (Singh and Singh, 2019).…”

Section: 2mentioning

confidence: 99%

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The impact of digital leadership on sustainable performance: a systematic literature review

Khaw

Teoh

Khalid

et al. 2022

JMD

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PurposeIn today's constantly changing workplace, leaders encounter new challenges consequent to rising digitization. Tackling these problems effectively requires digital leadership, a prominent idea in discussions about what abilities the managers need to be developed in the digital age. The study analyses the leadership elements needed and determines the impact of digital leadership on sustainable performance. The aim of this systematic literature review (SLR) is to identify the relationship between digital leadership concepts and leadership development by proposing digital leadership for management development to ensure sustainable performance in an organisation.Design/methodology/approachROSES (RepOrting Standards for Systematics Evidence Syntheses) was used as the publication standard for this systematic literature review, which incorporated a variety of research approaches. For this study's article selection, one of the most important scientific databases, Scopus, was used. Only articles published between 2001 and 2021 were reviewed. The focus of the article was on digital leadership and performance.FindingsThis review identified five main themes: leadership styles, measurements of leadership, antecedents to good leadership, outcomes of good leadership and gaps in current research areas. An additional ten sub-themes were derived from the five primary topics.Originality/valueThis paper systematically reviewed two decades of literature related to digital leadership and its impact on sustainable performance. The findings allow leaders to better understand the leadership trend and develop appropriate leadership practices to overcome future challenges for sustainable performance.

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Section: Resultsmentioning

confidence: 99%

“…, 2012). The subordinates might adopt essential principles that have been transformed by organisational leaders and use them as a guide for future learning (Sari et al. , 2021).…”

Section: Resultsmentioning

confidence: 99%

Section: 2mentioning

confidence: 99%

Section: 2mentioning

confidence: 99%

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The impact of digital leadership on sustainable performance: a systematic literature review

Khaw

Teoh

Khalid

et al. 2022

JMD

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“…Good governance practices are one of the initiatives that organizations may employ to enhance their organizational performance. Governance has been investigated by Cornforth and Chambers (2010), Rezaee (2008), and Sari et al (2021aSari et al ( , 2021b. Following the established definition, there are at least three essential aspects of governance.…”

Section: Introductionmentioning

confidence: 99%

Effect of governance practices on value co-creation and organizational performance: Evidence from village-owned enterprises in Riau, Indonesia

Sari

Junita

Anugerah

et al. 2022

Problems and Perspectives in Management

Self Cite

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A broader community is currently paying a significant deal of attention to the existence of social enterprises. This is due to the belief that social enterprises can bring answers to community issues. Village-Owned Enterprises (VOEs), as one of the social enterprises that are expected to continue providing sustainable welfare for villages, must always strive for excellent organizational performance to fulfill their objectives. This study is based on the notion of participatory governance; it seeks to evaluate the effect of governance practices on value co-creation, as well as the effect these practices have on organizational performance. This paper collects data utilizing a structured questionnaire and a quantitative research approach. A cluster sampling methodology is used. The respondents are directors of VOEs in Riau Province, Indonesia. One hundred twenty-five data were analyzed using partial least squares (PLS) of the second order. The results reveal that good governance practices will boost value co-creation, enhancing organizational performance. The findings suggest that VOEs should pay particular attention to their process of managing, monitoring, and accountability to achieve value co-creation and fulfill their mission. The uniqueness of this study lies in its investigation of the governance practices of VOEs and the crucial role of value co-creation in enhancing their organizational performance. AcknowledgmentWe express our gratitude and appreciation to The Directorate of Resources, The Directorate General of Higher Education, The Ministry of Education, Culture, Research and Technology (Ref. 1615/UN.19.5.1.3/PT.01.03/2022) for financial support for this study. We also express the same appreciation to LPPM Universitas Riau for facilitating this research project.

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Determinant Factors of Village-Owned Enterprise Best Practice in Indonesia

Kusmulyono

Dhewanto

Hariadi

2023

J AGRIB RURAL DEV RES

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The enactment of the Village Law marks the beginning of the rural development transformation through Village Owned Enterprise (VOE) implementation. In Indonesia, 45,549 VOEs have been established in 83,931 villages. VOEs are developed with a social business model to provide economic and social benefits to the community. Unfortunately, VOEs demonstrating satisfying performance in Indonesia have not reached 600. This research focused on discovering significant factors influencing VOEs’ ability to accomplish their best economic and social performance and proposed a success pattern that other VOEs could adapt to their natural and human assets. This study adopted a qualitative mono-method with 24 sources, varying from village government officers, directors and personnel of VOEs, academicians, and other parties, focusing on exploring three VOEs with accomplishments. The findings uncovered six propositions that must be fulfilled for VOEs to attain the necessary success concerning social and economic performance. These results suggested that the village government’s commitment, the VOEs’ management professionalism, and the village community’s involvement must cooperate to produce a balanced social and economic performance. This discovery also suggested VOEs to reflect and reproduce local knowledge trough take an advantage of their distinctive natural and human resources.

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Social Entrepreneurship, Transformational Leadership and Organizational Performance: The Mediating Role of Organizational Learning

Cited by 6 publications

References 0 publications

The impact of digital leadership on sustainable performance: a systematic literature review

The impact of digital leadership on sustainable performance: a systematic literature review

Effect of governance practices on value co-creation and organizational performance: Evidence from village-owned enterprises in Riau, Indonesia

Determinant Factors of Village-Owned Enterprise Best Practice in Indonesia

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