The influence of supply chain leadership and followership on organizational performance

Abstract

PurposeThe purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.Design/methodology/approachThe study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.FindingsFindings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.Research limitations/implicationsThe research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.Originality/valueThe study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

A Qualitative Exploration of Effective Leadership Development Programs and Leadership Process on Succession Planning and Organizational Performance

“…Leadership development initiatives build leaders with emotional intelligence and motivational, collaborative, and ethical behaviors that support a psychologically safe environment that promotes creative cognizance (Levesque-Côté et al, 2021). The leadership of an organization plays an integral part in establishing the culture and environment that supports the creation and development of leaders (Fontoura & Coelho, 2020;Nxumalo, 2020). Followers have an equally important responsibility to drive and occasionally instigate self-development.…”

Sustainability isomorphism in buyer–supplier relationships: The impact of supply chain leadership

“…In the efforts to conceptualize SCL, previous studies have underlined the role of power in driving suppliers to adopt sustainability measures (Fontoura & Coelho, 2020; Sharif & Irani, 2012), considering that the power of leaders is determinant of the suppliers' commitment (Defee et al, 2009; Gosling et al, 2016). By highlighting the voluntary characteristic of SSCM (Ahi & Searcy, 2013), other scholars have emphasized the collaborative behaviour of SCL, pointing out that suppliers may adopt sustainability when motivated by a supply chain leader's vision of it (Gosling et al, 2016).…”

“…Thus, SCL is crucial for achieving desired sustainability objectives. Despite this, few studies have examined the relationship between sustainability in supplier relationship management, leadership in the supply chain and supplier performance (Fontoura & Coelho, 2020; Mokhtar et al, 2019a). A literature review conducted by Mokhtar et al (2019b) identified the role of SCL in improving supplier performance as a significant research gap in the field.…”

Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

“…The literature on the process phase of alliances examines the influence of different factors on the alliance's evolutionary process (Balakrishnan and Koza, 1993; Doz, 1996; Glaister and Buckley, 1994; Tsang and Yip, 2007), the alliance's performance (Anand and Khanna, 2000; Beamish, 1993; Koh and Venkatraman, 1991; Reuer et al , 2002; Reus and Rottig, 2009), the implementation of the alliance (Christ and Nicolaou, 2016; Hu et al , 2020; Shi, 1998), value creation and value appropriation (Fontoura and Coelho, 2020; Hu et al , 2015; Madhok et al , 2015), opportunism (Luo, 2005; Madhok, 1995; Parkhe, 1993; Sklavounos and Hajidimitriou, 2014) and trust (Gulati, 1995; Parkhe, 1998; Tomkins, 2001).…”