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Alignment between Board of Directors Roles and Top Management Leadership Styles: An Empirical Study on Defense and Security industry in the Hashemite Kingdom of Jordan

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  • Hisham A. Al Rawashdeh
  • Sabah H. Ali-Agha
  • Ayad F. Altememi

Abstract

t This research aims to investigate the existence of the alignment between Top management leadership styles (Transformational and Transactional) and the Board of Directors roles (Monitor, Evaluate & Influence and Initiate & Determine) in the manufacturing companies in the Security and Defense industry at the Hashemite Kingdom of Jordan due to the lack of previous researches focused on the topic and especially in the developing countries, and due to the lack of researches conducted in general on the research community. It seems to be fertile and worthy of analyzing the relationship between the variables. The survey data was gathered from 7 companies; in order to achieve these objectives, a questionnaire was developed. Statistical Package for Social Sciences (SPSS) program was used to analyze and test the hypotheses. The findings of the research showed that there is a significant existence of alignment between Top management leadership styles and the board of directors’ roles. The researcher suggests to maintain the current alignment between the top management leadership style and the board of director's roles and if possible develop on it by adding more dimensions.

Suggested Citation

  • Hisham A. Al Rawashdeh & Sabah H. Ali-Agha & Ayad F. Altememi, 2017. "Alignment between Board of Directors Roles and Top Management Leadership Styles: An Empirical Study on Defense and Security industry in the Hashemite Kingdom of Jordan," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 7(4), pages 278-295, October.
    • Handle: RePEc:hur:ijaraf:v:7:y:2017:i:4:p:278-295
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    References listed on IDEAS

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    1. John A. Pearce & Shaker A. Zahra, 1992. "Board Composition From A Strategic Contingency Perspective," Journal of Management Studies, Wiley Blackwell, vol. 29(4), pages 411-438, July.
    2. Yan Ling & Zeki Simsek & Michael Lubatkin & John F. Velga, 2008. "Transformational Leadership's Role in Promoting Corporate Entrepreneurship : Examining the CEO - TMT Interface," Post-Print hal-02276697, HAL.
    3. Yan Ling & Zeki Simsek & Michael Lubatkin & John F. Veiga, 2008. "The impact of transformational CEOs on the performance of small- to medium-sized firms : Does organizational context matter?," Post-Print hal-02312589, HAL.
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    Keywords

    Leadership style; Board of directors role;

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