The Effects of Integrative Leadership on the Enterprise Synergy Innovation Performance in a Supply Chain Cooperative Network

Zhang, Dapeng; Sun, Xiannian; Liu, Yide; Zhou, Shunyi; Zhang, Hongfeng

doi:10.3390/su10072342

Cited by 22 publications

(26 citation statements)

References 68 publications

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“…This helps firms eliminate the barriers between them and extend their boundaries to learn from each other and foster knowledge sharing and integration. Consequently, there will be more collaboration innovation activities that will drive innovation among the whole supply chain network and achieve all common interests (Zhang et al, 2018).…”

Section: Integrative Leadershipmentioning

confidence: 99%

The relationship between leadership styles and organisational innovation

Alblooshi

Shamsuzzaman

Haridy

2020

EJIM

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PurposeThis study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.Design/methodology/approachThe study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.FindingsVarious leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.Research limitations/implicationsThis study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.Originality/valueThis study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

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Section: Integrative Leadershipmentioning

confidence: 99%

The relationship between leadership styles and organisational innovation

Alblooshi

Shamsuzzaman

Haridy

2020

EJIM

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“…Now, ethical leadership integrates a series of emerging types of leadership, with different names, but with ethical roots as their essence and with mutual affinity. These are authentic leadership (Semedo et al 2019); spiritual or virtuous leadership (Pio and Tampi 2018;Smith et al 2018); shared leadership (Choi et al 2017;Zhu et al 2018); affective or care leadership (Maggeni 2021); integrative leader-ship (Zhang et al 2018); inspirational leadership (Salas-Vallina et al 2020;Murnieks et al 2016); charismatic leadership (Graboa et al 2017;Jamal and Bakar 2017). All of the above leadership types are of a positive tendency and are linked directly or indirectly to the dimensions under study.…”

Section: Leadershipmentioning

confidence: 99%

A Focus on Ethical Value under the Vision of Leadership, Teamwork, Effective Communication and Productivity

Mercader

Vela

Ripoll

et al. 2021

JRFM

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The new economy and the knowledge-based society brought significant changes in all the areas of our daily lives. Also, the COVID-19 pandemic and the COVID-19 crisis implicated tremendous transformations in all the domains, on the one hand, threatening the balance of our society and, on the other hand, challenging the dynamic of the new economy development and the rhythm of the societal modernization. In these delicate times, the all-important relationship between ethics, leadership, teamwork, effective communication, productivity, and performance is brought to the attention, in particular, due to its benefits for our society, taking into consideration the pivotal advancement that a well governed relationship of this type could provide to the knowledge-based economy. The present research describes the implication of ethics in leadership, teamwork, effective communication, and productivity, which includes the application of ethical values as university graduates assume the role of each of the mentioned dimensions of study in the organizations. The absence of research that relates ethics to these four elements simultaneously was noticed. This information is essential to know how these dimensions influence the organizational level. The sample that included 410 university graduates was applied in Baja California, Mexico, and the industrial nucleus of great relevance, bordering California in the United States of America. The data was obtained using a questionnaire. A reliability and validity analysis of the measurement instrument was carried out in terms of the ethical values associated with the dimensions mentioned using the exploratory factor analysis by the principal components method. Qualitative items were also analyzed using the constant comparison method. The results obtained in this research provide a greater perspective and practical knowledge and support of usefulness and practical reality to businesspeople and employees, leaders and university graduates; and also extensive to students, teachers, and human beings in general, in order to be better prepared to give and apply solutions with their consequent ethical and productive achievements desired by all. Additionally, this current research has the purpose to raise the will to understand, at a higher level and at a more in-depth degree of knowledge, the relationship between ethics, leadership, teamwork, effective communication, productivity, and performance, in the attempt to foster a creative and innovative business environment, based on a robust and sustainable business administration and business competencies, capable to position at higher ranks the strengths, opportunities, aspirations and outcomes that today’s new economy is due to offer and diminish the dangerous effects of the COVID-19 pandemic and the COVID-19 crisis in all the domains.

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“…e enterprises' economic behavior is embedded in the social network, and enterprises and external social environment influence each other. With the exchange and transfer of resources and the flow of information among enterprises in the relationship network, the original binary relationship has changed into a network relationship of interdependence [17]. Among them, a single enterprise exists in the form of a network "node", and the "edges" of the social network represent the social relations formed by the transaction connection between enterprises [18].…”

Section: Relational Embeddedness and Enterprisementioning

confidence: 99%

The Complex Impact of Relational Embeddedness on Enterprise Value: The Moderating Effect of Environmental Dynamics

Zhang

2021

Discrete Dynamics in Nature and Society

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Based on social network theory and dynamic capability theory, a theoretical model is constructed that specifies the process through which relational embeddedness affects enterprise value. The authors selected 612 Shenzhen and Shanghai A-share manufacturing enterprises in the CSMAR database as sample enterprises, and a multiple regression analysis method was used to test hypotheses. The results show that (1) there is an inverted “U” relationship between relational embeddedness and enterprise value; that is, the enterprises’ relational embeddedness has an “inflection point” effect on the enterprise value; (2) the enterprises’ resource integration capability plays an intermediate role in the impact of relational embeddedness on enterprise value; (3) the market environmental dynamics and technology environmental dynamics play negative regulatory roles in the inverted “U” relationship between relational embeddedness and enterprise value, and they play different regulatory roles before and after the enterprise relational embeddedness reaches the “inflection point”; that is, before the relational embeddedness reaches the inflection point, the technology environmental dynamics plays a major negative regulatory role, while after the relational embeddedness reaches the inflection point, the market environmental dynamics plays a major negative regulatory role. Compared with the market environmental dynamics, the impact of technology environmental dynamics on the relationship between relational embeddedness and enterprise value is more significant; that is, the effect of relational embeddedness on enterprises value is more sensitive to the technology environmental dynamics.

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The Effects of Integrative Leadership on the Enterprise Synergy Innovation Performance in a Supply Chain Cooperative Network

Cited by 22 publications

References 68 publications

The relationship between leadership styles and organisational innovation

The relationship between leadership styles and organisational innovation

A Focus on Ethical Value under the Vision of Leadership, Teamwork, Effective Communication and Productivity

The Complex Impact of Relational Embeddedness on Enterprise Value: The Moderating Effect of Environmental Dynamics

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