IDEAS home Printed from https://ideas.repec.org/a/ids/ijmdma/v6y2005i3-4p345-358.html
   My bibliography  Save this article

Leadership, decision making and internal stakeholder engagement

Author

Listed:
  • S. Jaseem Ahmad
  • Nicholas O'Regan
  • Abby Ghobadian

Abstract

The debate on the relationship between stakeholder engagement, leadership and organisational performance is marked by a dearth of empirical studies testing the various propositions put forward. This paper attempts to address two aspects of this relationship. First, it presents the results from an empirical study designed to establish the impact of internal stakeholder engagement on a range of organisational performance objectives and, second, it attempts to ascertain what specific leadership style, if any, is associated with higher levels of internal stakeholder engagement. Internal stakeholders are defined as those people whose activities are a part of, or influence, the internal value chain of the firm. For the purposes of this study, these were confined to all employees, including those lower levels of management traditionally excluded from the strategic decision-making processes. The study used seven attributes of internal stakeholder engagement and four styles of leadership. The results indicate a strong correlation between a number of internal stakeholder attributes and long-term performance objectives such as innovation and customer retention.

Suggested Citation

  • S. Jaseem Ahmad & Nicholas O'Regan & Abby Ghobadian, 2005. "Leadership, decision making and internal stakeholder engagement," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 6(3/4), pages 345-358.
    • Handle: RePEc:ids:ijmdma:v:6:y:2005:i:3/4:p:345-358
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=6559
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Sonia A. Udod & Karon Hammond-Collins & Megan Jenkins, 2020. "Dynamics of Emotional Intelligence and Empowerment: The Perspectives of Middle Managers," SAGE Open, , vol. 10(2), pages 21582440209, May.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijmdma:v:6:y:2005:i:3/4:p:345-358. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=19 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.