Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

Robles

et al. 2021

Heliyon

Despite the wide-ranging studies on Corporate Social Responsibility (CSR), firm performance, and Organizational Leadership (OL), there have been only a few studies examining the inter-relationship between them. Accordingly, this investigation has tried to investigate how OL contributes to the firm's performance through the CSR strategies. It has an internal orientation to CSR motivations compared to the existing studies that mostly considered the external factors in implementing of CSR in firms; also, it has a comprehensive view toward the firm's performance by considering both financial and non-financial aspects of performance. It could be said that this study has tried to answer the question of whether or not CSR can be as a mediator between the OL and firm performance. Data collection was performed from 285 manufacturing and consumer products firms located in Malaysia during the four-month period of June-September of 2020. AMOS Structural Equation Modeling (AMOS-SEM) method was applied to analyze the model. Following the Baron and Kenny approach in testing the hypotheses, it was found that the relationships of OL and financial performance, as well as OL and non-financial performance were partially mediated by CSR. In addition, the non-financial performance was found as a full mediator between the OL and financial performance. Further, the results revealed two full mediated relationships in this way that non-financial performance was a full mediator variable between CSR and financial performance, as well as CSR and nonfinancial performance which were found as two multiple full mediators between OL and financial performance. The results help Malaysian managers to understand their current status, capabilities, strong points and weaknesses in leadership regarding to CSR. Moreover, due to the positive effects of CSR on both firm's financial and non-financial performance, CSR is recommended to be integrated in leadership style and the organizational strategies in order to having better performance.

Section: Independent Variablementioning

confidence: 99%

How does organizational leadership contribute to the firm performance through social responsibility strategies?

Robles

et al. 2021

Heliyon

“…Transformational leadership's importance in adopting ERP systems was realized, which advised companies to develop leadership skills by providing development or training programs for transformational leadership (Chou, 2019). Transformational Leadership influences ERP systems, with leadership efforts in encouraging members to be effectively involved in implementing ERP systems to achieve results and expected benefits (Agha et al 2019). H2: Transformational Leadership influences ERP system implementation.…”

Section: Literature Reviewmentioning

confidence: 99%

“…ERP system as sophisticated technology comes with benefits such as information management that offer an improvement on the supply chain, through integrated and smooth flow of information, from suppliers through and distribution (Tarigan et al, 2018;Mehrjerdi, 2010). ERP system coordinates or integrates system capacity with company-wide resources to obtain information systems that support business (Tarigan et al, 2020;Agha et al, 2019). ERP system implementation is considered complex, challenging, and has many issues to emerge the potential risk for the company.…”

Section: Introductionmentioning

confidence: 99%

“…Successful leaders in implementing ERP systems in companies can undoubtedly feel the benefits of ERP 66 systems for the entire company. IT applications such as ERP systems can assists companies in improving their business processes, providing sufficient infrastructure that facilitates the exchange of data and information smoothly and accurately (Agha et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Effect of Transformational Leadership on Firm Performance through ERP Systems and Supply Chain Integration in the Food and Beverage Industry

Setiabudi

Siagian

Tarigan

2021

ijbs

This study aims to examine the effect of transformational leadership on company performance using ERP technology and supply chain integration in food and beverage companies. The survey uses a questionnaire designed using a 5-point Likert scale. As many as 100 questionnaires were distributed to 100 food and beverage companies domiciled in the region of Surabaya, East Java, Indonesia. Respondents were from the supervisor and upper level as considered the most knowledgeable person in the company. The number of valid data is 55 respondents representing 55 companies from 100 respondents. Data analysis using Smart PLS. The results of the data analysis show that transformation Leadership does not directly affect firm performance; transformation Leadership does not affect supply chain integration. ERP Application influences firm Performance, supply chain integration influences firm performance, ERP Application affects supply chain integration. An additional finding is that transformational leadership indirectly affects firm performance. This result enriches the insight for the manager in enhancing firm performance. This paper also contributes to the current research in the field of supply chain management.

“…By labeling transformational leadership nomenclature, MBM is a strategy and art in managing educational institutions and then inspires followers as a form of responsibility in achieving good performance as the peak of harmony that will last and last a long time, including its relation to educational institutions (Helmi & Arisudana, 2015). In another sense, transformational leaders can explain transformation strategies, develop the potential of educators and provide support and encouragement for their efforts towards the success of students and institutions (Thomas, Herring, Redmond, & Smaldino, 2013), or a transformational leader acts as a trainer who pays attention difficulties and expressing sympathy and support, maintaining open communication and placing challenges to achieve organizational goals (Agha, Ragheb, & Shawky, 2019), are a reflection of efforts to improve education delivery services in a transformational way related to motivation, student satisfaction, perception of instructor credibility, academic performance, affective learning, and cognitive learning (Balwant, 2016), significantly to achieve more efficient and effective educational goals and oriented towards national education goals.…”

Section: Introductionmentioning

confidence: 99%

Untitled

Royhatudin¹,

Supardi²,

Juhji³

2020

TJKMP

The purpose of writing this article is to find out the transformational leadership style and how the implementation of Madrasa-based Management at Madrasa Tsanawiyah Annizhomiyah with its transformational leadership style. This research used a descriptive qualitative approach. Data collection was obtained from informants and the behavior of people who were observed, interviewed, and documented as the primary data sources and the rest was secondary data from available documents. The results of this study show that the Madrasa principal's transformational leadership style looks innovative, committed, and communicative and appreciates achievement, able to create a conducive atmosphere by making efforts to change awareness, inspiring teachers and staff to work together to become good teamwork. Principal's transformational leadership style at Madrasa Tsanawiyah Annizhomiyah includes curriculum management, student and teacher management, financial management and finance, infrastructure management, public relations management, and special service management can run optimally by the school vision, community needs, and jihad resolution spirit and high commitment built by teachers to build Madrasa education, wiling to improve quality of education, and positive thinking because every student can be a better person.