Leader And Follower Factors In Customer And Employee Satisfaction: It Takes Two To Tango

This study examined relationships between followers’ shared visions, their use of their leader’s vision and their own emotional commitment to the vision, and customer and employee satisfaction, simultaneously taking into account vision communication on the leader’s part, in one hundred and eleven retail apparel stores. All were directly associated with customer and employee satisfaction. Among a few studies endorsing the critical role of followers in modern organizations, the study suggests important managerial implications for aspiring leaders

Relating Shared Vision Components To Thai Public School Performance

While shared vision is core to the prevailing vision-based leadership theories, little is known about the relationship between performance and the characteristics of visions shared between leader and followers. This paper proposes a model in public schools for future research to address this gap. The model proposes relationships between shared vision and public school performance as measured by school efficiency. Hypotheses and future research directions are discussed

Vision-Based Leadership At Southeast Asia's Leading Service Enterprise: Etic Or Emic?

Corporate leaders are exhorted to espouse vision, but little is known about how vision is realized by leaders at different levels in Southeast Asian service sector. The present study tests relationships between perceived vision communication, motivation of employees and organizational alignment among supervisors, and satisfaction of their immediate subordinates at a headquarters branch of one of Southeast Asia’s leading hotel and resort groups. Motivation of employees directly predicts improvements in employee satisfaction. Aligning organizational systems is negatively correlated to perceived motivating behavior among hotel supervisors. Surprisingly, vision communication has no significant relationship with employee satisfaction. Future research directions and managerial implications are discussed

What Do We Know About Vision?

Given the criticality of vision to leadership, the paucity of research into vision is surprising. This paper reviews the theoretical and empirical literature on vision, highlighting early concepts of vision, vision definitions and components before proposing future research directions, including looking at what the components of an “effective” vision are, identifying the attributes and content of visions associated with desirable performance and ability to sustain it

Examining Relationships Between Organic Leadership And Corporate Sustainability: A Proposed Model

Much of the leadership literature indicates that organizations adopting the Organic leadership paradigm tend to respond to the environmental change more effectively than those adopting other leadership paradigms, therefore more sustainable. However, few published studies, if any, have specifically investigated the assumed relationship between Organic leadership and sustainability performance. Derived from the literature, a model expressing the relationships between Organic leadership characteristics and sustainability performance outcomes is proposed. The broad proposition is the more organizations adopting the Organic leadership characteristics, the better the sustainability performance outcomes. In this paper, characteristics of Organic leadership such as shared vision and values, self-leading, self-managing, mutual sense-making are independent variables, while sustainability performance outcomes such as financial results, long-term shareholder value, customer satisfaction, brand and reputation are dependent variables. Relevant hypotheses and directions for testing them are also discussed

Predicting Corporate Sustainability: A Thai Approach

In the corporate world, the Thai philosophy of Sufficiency Economy can be applied to ensure corporate sustainability. This paper adopts Kantabutra et al. (2010)’s ten “Sufficiency Economy” leadership practices to derive measures for corporate sustainability and adopts Avery (2005)’s measures of sustainability performance. A structural model expressing relationships between the two groups of measures is formed accordingly, followed by hypotheses. A convenient sample comprises 112 middle-level managers and business owners who were asked to respond to a questionnaire. Factor and regression analyses are adopted to test the relationships. Findings indicate that (a) perseverance is a direct predictor of firm’s capacities to deliver competitive performance, endure crises, and maintain a market leadership; (b) geosocial development and broad stakeholder focus are two direct predictors of firm’s capacity to deliver competitive performance; (c) resilience and moderation are two indirect predictors of firm’s capacity to deliver competitive performance; (d) geosocial development, broad stakeholder focus, moderation, and resilience are four indirect predictors of firm’s capacity to endure crises; and (e) geosocial development, moderation and resilience are three indirect predictors of firm’s capacity to maintain a market leadership. Managerial implications are discussed

A Quest For Effective Vision: Evidence From Australia

While leaders are widely exhorted to espouse visions, very little is known about what characterizes “effective” visions. A research model was tested to examine relationships between seven literature-derived vision attributes (brevity, clarity, future orientation, stability, challenge, abstractness, and desirability or ability to inspire) and content (customer and staff satisfaction imageries), and the performance outcomes of customer and staff satisfaction in retail stores in Sydney, Australia. Extending previous research, literature-derived Store Manager, Staff and Organizational Factors were simultaneously taken into account. Findings endorse the importance of espousing a vision characterized by the seven attributes, while vision content rendered no significant effects. The Store Manager and Staff Factors were found to create a significant impact on store performance, whereas the Organizational Factor was not significantly related to store performance

Vision-Based Leaders And Their Followers In Retail Stores: Relationships And Consequences In Australia

Leaders are exhorted to espouse vision, but little is known about how vision is used by leaders in Australian retail stores. The present study tested relationships between store manager passion for vision, motivation of staff and use of vision among staff, and leadership outcomes of staff and customer satisfaction in Australian apparel retail stores.  Stores with vision are associated with higher staff satisfaction and more frequent use of vision among staff. Store manager passion directly predicts improvements in motivation of staff, use of vision among staff and staff satisfaction. Motivation of staff directly predicts enhanced staff satisfaction, while use of vision among staff directly predicts improved staff and customer satisfaction

Follower Effects In The Visionary Leadership Process

This study examined relationships between followers’ use of their leader’s vision and their own emotional commitment to the vision, and associated organizational performance in retail stores, exploring the rarely investigated follower role in a visionary leadership process. Findings endorse the importance of vision guiding and emotional commitment to a vision.  Both were significantly associated with organizational performance, although emotional commitment was more important.&nbsp

Shared Vision In Customer And Staff Satisfaction: Relationships And Their Consequences

Little research has been conducted into the relationship between customer and staff satisfaction, and the attributes and content of visions that leaders and followers share. This study examined relationships between shared visions characterized by brevity, clarity, challenge, stability, abstractness, future orientation, and ability to inspire, and containing reference to customer and staff satisfaction, and outcomes of customer and staff satisfaction in Australian retail stores. Overall customer and staff satisfaction, and stores with a vision were associated with one another. Associations were also found between shared visions characterized by the attributes and containing the reference, and enhanced customer and staff satisfaction