In an interorganizational context, what leadership styles improve quality procedures?
Michaux, Valéry
In an interorganizational context, what leadership styles improve quality procedures? - 2021.
69
This research shows that the analytical framework offered by leadership styles, applied in the intraorganizational context, is also very useful in interorganizational contexts. What leadership styles can an organization adopt to positively influence the adoption rate of its quality procedures by another independent organization when the ex-ante and ex-post governance mechanisms existing between them are not sufficient? A longitudinal case study of a global car manufacturer shows that increasing this adoption rate in fact constitutes a double strategic change (of strategic priorities and of the organizational climate) at the level of local distributors. This double change is of sufficient magnitude to require certain aspects specific to transformational leadership in the relationship between, on the one hand, local subsidiaries and local distributors, and, on the other hand, between international headquarters and local subsidiaries. As such, although transactional and transformational leadership have been shown to act in a complementary way to uphold a certain level of quality, this research highlights the distinctive role of transformational leadership in interorganizational contexts.
In an interorganizational context, what leadership styles improve quality procedures? - 2021.
69
This research shows that the analytical framework offered by leadership styles, applied in the intraorganizational context, is also very useful in interorganizational contexts. What leadership styles can an organization adopt to positively influence the adoption rate of its quality procedures by another independent organization when the ex-ante and ex-post governance mechanisms existing between them are not sufficient? A longitudinal case study of a global car manufacturer shows that increasing this adoption rate in fact constitutes a double strategic change (of strategic priorities and of the organizational climate) at the level of local distributors. This double change is of sufficient magnitude to require certain aspects specific to transformational leadership in the relationship between, on the one hand, local subsidiaries and local distributors, and, on the other hand, between international headquarters and local subsidiaries. As such, although transactional and transformational leadership have been shown to act in a complementary way to uphold a certain level of quality, this research highlights the distinctive role of transformational leadership in interorganizational contexts.
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