The Leadership Role in the Organizational Culture Change at Local Self-Government Institutions

Miminoshvili, Marika

doi:10.17708/drmj.2016.v05n02a04

Cited by 5 publications

(2 citation statements)

References 20 publications

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“…However, a psychologically healthy environment is the key to collective success (Salanova et al, 2011;Miminoshvili, 2016). Accordingly, this research found that when leaders and followers are overly stressed and negative, this effect transfers directly to followers, due to their tendency to identify with their leaders, causing negative consequences that bear on job satisfaction.…”

Section: Practical Implicationsmentioning

confidence: 86%

Leader–follower pessimism (in)congruence and job satisfaction

Bunjak

Černe

Wong

2019

LODJ

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Purpose The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction. Design/methodology/approach Data from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses. Findings Polynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader. Originality/value By identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.

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Section: Practical Implicationsmentioning

confidence: 86%

Leader–follower pessimism (in)congruence and job satisfaction

Bunjak

Černe

Wong

2019

LODJ

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“…One of the key figures in the top management is the CEO, who plays a strategic role in realizing the vision and mission of the company, cultivating values by personally engaging in the development of systems and policies, and ensuring the implementation of these systems and policies (Keramati & Azadeh, 2007;Miminoshvili, 2016). Top leaders have the task of formulating strategic policies in response to all situations that potentially can threaten the company's operations.…”

Section: Ceo Commitmentmentioning

confidence: 99%

Diversification, Ceo Commitment, and Firm Performance

Silalahi¹,

Dwinanto²

2021

DRMJ

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but it is apparent that the impact of diversification still generates much debate given the mixed findings (Palich et al., 2000;Volkov & Smith, 2015). Some studies revealed that implementing a diversification strategy can adversely the performance affect (Zhou, 2011;Hashai, 2015;Gyan, 2017), which is in contrast to other studies that pinpointed how diversification strategies actually can improve the company performance (Kuppuswamy & Villalonga, 2016;Chan, Bany-Ariffin, and Nasir, 2019).One of the factors causing the differing research results is the use of variables that moderate the relationship between diversification and company performance (de Andrés, Fuente, & Velasco, 2017). Among these factors is corporate governance, which includes the level of supervision and chief executive officer (CEO) performance (Jara-Bertin, 2015). In particular, diversification can cause a company's organizational structure to expand, which leads to higher information asymmetry. Such an issue poses great difficulty for coordination and supervision (Bushman, Chen, Engel, & Smith, 2004; Rodríguez-Pérez & Van Hemmen, 2010), decreasing the company's performance.The increasingly complex coordination in companies with a broader organizational structure makes it vital to establish an effective coordina-This study examined the effect of diversification strategies on firm performance and the extent to which the chief executive officer (CEO) commitment moderates this relationship. The effect of diversification on firm performance was analyzed in a sample with both above-average and below-average diversification levels. The sample consisted of 76 manufacturing companies listed on the Indonesia Stock Exchange (IDX) from 2007 to 2018, which were analyzed using panel data regression with a balanced panel. Tobin's Q was utilized to measure firm performance, compounded with three measures of diversification strategies: entropy index, Herfindahl index, and the number of segments. The results show that diversification leads to lower firm performance, whereas CEO commitment eliminates the negative influence of diversification on company performance in all measurement models (i.e., entropy, Herfindahl index, and the number of segments). Accordingly, the negative effect of diversification strategies and consistent CEO commitment were observed among the samples with high and low diversification levels.

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