Abstract
This article addresses the question of the conditions under which chief executive officer (CEO) leadership may enhance the effectiveness of new technological implementation (NTI) and the mechanisms by which they may do so. Using a structured questionnaire collected from multiple source informants in 89 small- and medium-sized firms (89 CEOs, 65 implementation managers, and 305 employees), we consider a specific leadership style, labeled task-enabling leadership, and examine how task-enabling CEOs can facilitate the NTI process. The findings of multilevel structural equation modeling analysis indicate that CEO task-enabling leadership creates socio-psychological conditions of safety and availability which in turn enhance NTI effectiveness, and that this indirect effect of task-enabling leadership on NTI effectiveness, via socio-psychological conditions, is significant when the implemented technology is radical.
| Original language | English |
|---|---|
| Pages (from-to) | 2723-2737 |
| Number of pages | 15 |
| Journal | IEEE Transactions on Engineering Management |
| Volume | 69 |
| Issue number | 6 |
| DOIs | |
| State | Published - 1 Dec 2022 |
| Externally published | Yes |
Bibliographical note
Publisher Copyright:© 1988-2012 IEEE.
Funding
Thisworkwas supported in part by TheHenry Crown Institute of Business Research in Israel, Coller Venture and in part by The Raya Strauss Family Business Research Center at Tel Aviv University.
| Funders | Funder number |
|---|---|
| Coller Venture | |
| Raya Strauss Family Business Research Center | |
| TheHenry Crown Institute of Business Research in Israel | |
| Tel Aviv University |
Keywords
- New technological implementation
- psychological availability
- psychological safety
- relational job-design
- relational leadership
- task-enabling
- technology radicalness