[雙語翻譯]領(lǐng)導(dǎo)風(fēng)格外文翻譯--戰(zhàn)略領(lǐng)導(dǎo)風(fēng)格對企業(yè)績效的影響——以土耳其中小企業(yè)為例（英文）

1、 Procedia - Social and Behavioral Sciences 150 ( 2014 ) 778 – 784 Available online at www.sciencedirect.com1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC

2、BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Peer-review under responsibility of the International Strategic Management Conference. doi: 10.1016/j.sbspro.2014.09.059 ScienceDirect10th Internati

3、onal Strategic Management Conference Effect of Strategic Leadership Styles on Firm Performance: A study in a Turkish SME Funda Özera , Cihan T?naztepeb? a,b Yeditepe University, ?stanbul, 34755, Turkey Abstract M

4、any studies suggested that a development of good leadership is one of the driving forces for the success of SMEs in the future, and evidences suggest that inadequate leadership and management skills as primary factors c

5、ontributing towards the failure of SMEs (Razak, 2000, Davies et al., 2002). In this study, we examine to understand how these leaders have the greatest positive impact on firm performance. This study is significant sin

6、ce the outcomes will contribute to the body of knowledge in the field of leadership and SME’s firm performance in Turkey. The aim in this study is to interrogate the strategic leadership in terms of different leadershi

7、p styles and test the effect of them on performance. The study is applied to an export company in Turkey. The sample is consisted of white-collared members who are working in managerial and non-managerial job positions

8、 in different offices of the company. A total of 215 complete responses were used for analyses. In terms of hypothesis testing, the first hypothesis of the study is partially supported as only relationship-oriented an

9、d transformational leadership styles are significantly related to firm performance. As to the second hypothesis compared to other leadership styles transformational leadership has a stronger effect on firm performance.

10、 When the means of leadership styles are considered, it is clear that in three countries most common leadership style is relationship-oriented. This study can be repeated by increasing the number of participants. And a

11、lso for further studies, to identify the effects of leadership styles on firm performance more precisely, the number of leadership styles may be increased. © 2014 Published by Elsevier Ltd. Selection and/or peer-re

12、view under responsibility of the 10th International Strategic Management Conference Keywords: Strategic leadership styles, Firm performance 1. Introduction The importance of SMEs to world economies is well documented (Bi

13、rch 1989; Storey 1994). SMEs (firms with 200 or less employees) make up the largest business sector in every world economy (Culkin (b) product market performance (sales, market share, etc.); and (c) shareholder return

14、 (total shareholder return, economic value added, etc.). In this study, taking into account the commercial sector, we intent to concentrate on the following eleven firm performance outcomes; ? Qualified labor ? Com

15、mitment of employees ? Job satisfaction of employees ? New product/service development capability ? Product/service quality ? Customer satisfaction ? Sales growth ? Market share growth ? Return on sales ?

16、 Return on assets ? Overall profitability Qualified labor is the aggregate of skilled human physical and mental effort used in creation of goods and services. The benefits of having the best trained workers using the

17、most advance technology can be nullified by employees who do not use their energy and skills for the benefit of the organization. Without employee commitment, there can be no improvement in any area of business activit

18、y. According to Meyer and Allen (1990), the definition of commitment is a psychological state that binds the individual to the organization. No organizations in today’s competitive world can perform at peak levels unle

19、ss each employee is committed to the organizations’ objectives and works as an effective team member. Job satisfaction is essential for organizations interested in developing and retaining productive employees for org

20、anizational success (Siegel organizational culture and leadership styles. Next part will be review the literature on organizational culture relevant to the development of the research model. 2.3.Development of Hypothe

21、ses The impact of paternalistic leadership on individual, group and organizational outcomes has been discussed by scholars in the field of organizational behavior and management (e.g., Farh Padavic & Earnest, 199