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Leadership Paradigm Affecting SGA to Drive Organizational Performance: A Study of Collaborator Empowerment Across Organizations in Mexico

Leadership Paradigm Affecting SGA to Drive Organizational Performance: A Study of Collaborator Empowerment Across Organizations in Mexico
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Author(s): Andrée Marie López-Fernández (Universidad Panamericana, Mexico)
Copyright: 2019
Pages: 21
Source title: Human Performance Technology: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-5225-8356-1.ch050

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Abstract

Leadership is one of the concepts that have been widely discussed by scholars and practitioners. In the pursuit of desired organizational performance, determined managers around the world have been persistently working towards the most effective style of leadership that may ensure success. A manager's leadership style, be it Democratic, Bureaucratic, or Autocratic, is essential and significantly responsible for collaborators' strategic goal achievement (SGA) or lack thereof; furthermore, collaborators' SGA has a direct impact on the organization's performance. The evaluation of individual performance based on strategic goal achievement commonly includes positive and/or negative reinforcement systems; in organizations operating in Mexico, these systems include recognition and rewards for strategic goal achievement and reprimand and public shaming for completion failure. It is the leaders' response to the effectiveness of strategic goal achievement that shapes collaborators' perceptions of leadership proficiency, satisfaction, and overall performance.

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