Perceptions of the impact of chief executive leadership style on organizational performance through enterprise resource planning

Chen-Mei Huang1, Ping-Yu Hsu1, Wen-Lung Shiau2
1National Central University, Taiwan
2Ming Chuan University, Taiwan
Cite this article:  Huang, C., Hsu, P., & Shiau, W. (2011). Perceptions of the impact of chief executive leadership style on organizational performance through enterprise resource planning. Social Behavior and Personality: An international journal, 39, 865-878.

Volume 39 Issue 7 | e2176 | Published: August 2011 | DOI: https://doi.org/10.2224/sbp.2011.39.7.865

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Leadership has been recognized as a major factor in project success and this has been empirically validated throughout many fields. However, chief executive officer leadership style has seldom been discussed in depth in the context of enterprise resource planning (ERP) project success. In this study a survey was carried out with 368 Taiwanese companies that had previously implemented ERP systems over a 1-year period. Three transformational leadership styles – charisma, individual consideration, and intellectual stimulation – are discussed. The results indicate that only a charismatic leadership style has a substantially positive effect on organizational performance, especially through the successful implementation of ERP. Managerial implications and suggestions are discussed based on findings.

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