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Humphreys, John H.
- Transformational and Transactional Leader Behavior
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Authors
Affiliations
1 College of Business Eastern New Mexico University Portales, NM (USA)
1 College of Business Eastern New Mexico University Portales, NM (USA)
Source
Journal of Management Research, Vol 1, No 3 (2001), Pagination: 149-159Abstract
This research investigated the relationship between leaders' behavior and their support for emerging technology, particularly e-commerce. Branch office leaders, and their personnel, employed by a financial services company, provided the data for the study. Transformational, transactional, and laissez-faire leader behaviors were measured using Bass and Avolio's (1995) Multifactor Leadership Questionnaire. In addition, leaders were questioned as to their perception of the impact of emerging technology on their leadership style and their belief in the importance of e-commerce to the future of the firm. Data analyses indicated that the behaviors associated with transformational leadership were significantly related to support for emerging technology. In addition, an independent samples T test confirmed that leaders who support e-commerce and emerging technology exhibited transformational leader behavior to a greater degree than did those leaders who did not support ecommerce.Keywords
Leadership Behavior, Emerging Technology, E-commerce, Transformational Leadership, Transactional Leadership, Laissez-faire Leadership
References
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- Strategic Implementation as a Core Competency
Abstract Views :990 |
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Authors
Affiliations
1 Texas A&M University - Commerce Texas 75429
2 The University of Texas at Permian Basin 4901 E. University Odessa, Texas 79762
1 Texas A&M University - Commerce Texas 75429
2 The University of Texas at Permian Basin 4901 E. University Odessa, Texas 79762
Source
Journal of Management Research, Vol 7, No 1 (2007), Pagination: 3-17Abstract
Whereas strategy formation has received robust examination in the literature, explicit guidance toward strategy implementation has been meager. Unfortunately, most strategic planning efforts fail during this crucial phase wasting significant resources already invested. Because of the abysmal success rates in plan realization, we suggest that the systematic strategy implementation requires a more integrative methodology. While it is feasible to theoretically separate the academic domains of strategic management, operations management, organizational behavior, etc., such an approach is not pragmatic for organizational leaders charged with conceptual execution. These leaders would benefit from a more inclusive framework so that strategic implementation, as opposed to the myopic focus on strategy formulation, might emerge as a core competency. Based upon this premise, we integrate theory and research from supposed disparate business disciplines to offer the 5P's model, a universal, comprehensive representation of effective strategy implementation.Keywords
Strategy Implementation, Core Competency, 5 P's ModelReferences
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