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https://ptsldigital.ukm.my/jspui/handle/123456789/513662Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.advisor | Zaher Zain, Assoc. Prof. Dr. | - |
| dc.contributor.author | Alireza Sharifi (P42742) | - |
| dc.date.accessioned | 2023-10-16T04:49:37Z | - |
| dc.date.available | 2023-10-16T04:49:37Z | - |
| dc.date.issued | 2016-07-04 | - |
| dc.identifier.other | ukmvital:94738 | - |
| dc.identifier.uri | https://ptsldigital.ukm.my/jspui/handle/123456789/513662 | - |
| dc.description | Leadership is one of the key elements of organizations that contribute to organizational survival, health and competitiveness. For many decades, scholars have been working on the effectiveness of leaders and in doing so, they have studied leaders’ traits, characteristics, values, needs, attributes and behaviors. Moreover, in more recent studies, the importance of leadership situation has come to the attention and consideration of scholars and researchers. However, although there are many scholars and researchers who have worked on leadership styles, there is no clear typology of leadership behavior that explains the behavior of leaders in dynamic and ever-changing working environment. In other words, the role of organizational leadership styles is not well-explained in dynamic firms and industries. In this dissertation, the characteristics of resources and capabilities of such firms are explained from the perspective of Dynamic Capability View (DCV). These characteristics include: being valuable, rare, inimitable, non-substitutable, synergistic and dynamic. Thereafter, major types of leadership behavioral styles are introduced. The findings of this study suggest that, the behaviors of leaders are defined based on two criteria: The degree of involvement in decision-making process and the degree of TRC-Orientation (Task-Orientation, Relationship-Orientation, and Change-Orientation) in dealing with subordinates. The decision-making styles are Leader-Centric, Consultative, Participative Leadership, Delegative and Passive-Avoidance. The TRC-Oriented leadership styles are Active-Transactional, Caring/Serving, Charismatic, Challenging, Results-Oriented, and People-Development. Finally, the study explains why managers adopt these behavioral styles in Dynamic Capability-Oriented (DC-O) organizations. The reasons behind these styles are explored and explained by the use of four main criteria: perceived benefits for subordinates, perceived benefits for the leader, perceived benefits for the organization, and facilitating factors. It is hoped that the findings of this study will help scholars and practitioners enhance the performance of firms in turbulent markets through adopting more efficient and effective leadership styles, which will give them competitive advantage and above-average returns.,Certification of Master's/Doctoral Thesis" is not available | - |
| dc.language.iso | eng | - |
| dc.publisher | UKM, Bangi | - |
| dc.relation | Graduate School of Business / Pusat Pengajian Siswazah Perniagaan | - |
| dc.rights | UKM | - |
| dc.subject | Leadership | - |
| dc.subject | Dynamic capability | - |
| dc.subject | Oriented organizations | - |
| dc.subject | Universiti Kebangsaan Malaysia -- Dissertations | - |
| dc.title | An explanatory study of leadership styles in dynamic capability-oriented organizations | - |
| dc.type | Theses | - |
| dc.format.pages | 261 | - |
| dc.identifier.barcode | 002909(2017) | - |
| Appears in Collections: | Graduate School of Business / Pusat Pengajian Siswazah Perniagaan | |
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| File | Description | Size | Format | |
|---|---|---|---|---|
| ukmvital_94738+SOURCE1+SOURCE1.0.PDF Restricted Access | 372.65 kB | Adobe PDF |  View/Open |
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