Supply chains consist of all parties that, working together as suppliers, customers of suppliers, final customers, and logistics companies, transform raw materials into finished products for delivery to customers. Supply chain executives oversee the activities of supply chain management (SCM) professionals. Supply chain professionals coordinate efforts to ensure that products meet cost, delivery, and quality standards. Supply chain management is the coordination of activities required to purchase, transform, and deliver products to customers through coordination of efforts by suppliers, mediators, and service providers. Supply chain management performance is the degree purchased item costs, deliveries, and quality performance meet standards established by buyers and sellers. Lowering costs may contribute to profitability, but may also lead to decreased quality and thereby contribute to less profitability. The problem was that SCM executives overseeing the efforts of SCM professionals responsible for supply chain performance often did not attain the SCM performance expected by their senior executives. The purpose of the quantitative study was to determine associations among five components of SCM executive transformational leadership style and SCM performance, according to the perceptions of SCM professionals who report to those executives. Eighty-two SCM professionals completed the questionnaire. The results indicated moderate associations between (a) idealized influence behavior r(82) = -.338; p =.01, a weak correlation between (b) idealized influence attributed r(82) = .294; p = .003, a moderate correlation between (c) individualized consideration r(82) = .422; p < .01, a weak correlation between (d) inspirational motivation r(82) = .313; p =.005, and a weak correlation between (e) intellectual stimulation, r(82) = .322; p = .010, with the criterion variable. Stepwise regression resulted in one significant model R2 = .178; F (1,80) = 17.288, * p <.01. Individual consideration was a statistically significant predictor of perceived SCM performance. For each point improvement of individual consideration, the criterion variable increased by .282, thereby, improving professionals' perceived SCM performance. Recommendations for further research include investigation of additional leadership styles and SCM performance, investigation of transactional and laissez faire styles, and investigation of large versus small businesses. Researchers may build on this study by adding members of other professional organizations such as those of the Institute of Supply Management.
|School Location:||United States -- Arizona|
|Source:||DAI-A 74/12(E), Dissertation Abstracts International|
|Subjects:||Transportation management, Managerial skills, Management|
|Keywords:||Procurement, Supply chain management, Transformational leadership|
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