Fenwick Feng Jing, Gayle C. Avery, Harald Bergsteiner, 2020
Leadership Variables and Business Performance: Mediating and Interaction Effects

Journal of Leadership & Organizational Studies, Vol. 27(1) 80–97

Abstract
Despite evidence that emotion-based leadership enhances firm performance, little is known about the variables mediating those effects. Adopting a multistakeholder, multimeasure approach, we examined the effects of three mediators (communicating/sharing a vision, organizational climate, and leader–follower trust) on the leadership–performance relationship and their interactive effects on performance in small professional service firms.

Using four employee-perceived leadership paradigms (classical, transactional, visionary, and organic), we measured staff and customer satisfaction and financial performance.

Findings confirm that the effects of the mediating variables on all performance measures vary with the prevailing leadership paradigm, and interactions between all variables strengthen their effects on performance.

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Harald Bergsteiner, Gayle C. Avery, 2018
Misleading Country Rankings Perpetuate Destructive Business Practices

Journal of Business Ethics
Open Access, online first
https://doi.org/10.1007/s10551-018-3805-6

Abstract
Countries are ranked on many criteria, the results of which can have far-reaching ethical and practical implications, particularly for emerging nations seeking role models.

One highly influential ranking, the World Economic Forum’s Global Competitiveness Report (GCR), has been criticized for containing multiple methodological, conceptual, and logical flaws that bias competitiveness rankings toward countries that favor neoliberalism.

Using datasets not afflicted by such flaws, we examine Bergsteiner and Avery’s (J Bus Ethics 109(4):391–410, 2012) prediction that competitiveness scores of the USA and the UK are substantially overstated.

Results of re-ranking 104 countries using 29 economic, environmental, and social datasets from reputable sources support this assertion, with the USA showing the greatest discrepancy on a 100-point scale between its 2013–2014 GCR score (5) and our study’s 2013 score (57), and the UK falling from GCR score 9 to 40.

We explore reasons for this discrepancy, including examining the relationship between a country’s neo-liberal traditions and its rankings on the indicators.

Avery, Gayle & Hooper, Narelle, 2017

How David Cooke implemented corporate social responsibility at Konica Minolta Australia
Strategy & Leadership, Vol. 45 Issue: 3, pp.38-44
https://doi.org/10.1108/SL-04-2017-0034

Abstract
Purpose
This interview demonstrates how CEOs can focus on CSR to engage the workforce and change the culture and performance of an organization.

Design/methodology/approach
This article reports on an interview with Dr David Cooke, Managing Director of Konica Minolta Australia.

Findings
By introducing CSR to the firm, and in particular pursuing the UN’s Sustainable Development Goal (SDG) #8 against human trafficking, the MD not only changed the management style and culture in the organization, but also enhanced commercial results. Performance improved across many measures: revenue, profit, market share in a declining marketplace, highest number of units placed into the Australian market, increasing prestige associated with the company’s brand, and becoming an employer of choice.

Research limitations/implications
The findings are consistent with the literature on corporate sustainable investment, but further studies are needed to fully understand the processes involved in changing culture and improving performance via CSR.

Practical implications
This interview clearly shows the steps that the new CEO took in radically changing the culture of his organization by adopting CSR extensively.

Social implications
The power of business is vital to pursuing societal goals, and the case of Konica Minolta Australia demonstrates that doing so also benefits the company.

Originality/value
This study clearly explains how a corporate culture was changed and performance enhanced through a strategy based on investment in social issues.

Keywords: Corporate social responsibility, Firm performance, Culture change, Sustainable development goals

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Jing, F.F. & Avery, G.C. 2016.

Missing links in understanding the relationship between leadership and organizational performance.
Reprinted in International Business & Economics Research Journal, 2016, 15(3), pp.107-118
DOI: http://dx.doi.org/10.19030/iber.v15i3.9675

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Abstract
Both researchers and practitioners have devoted considerable attention to the potential effects of leadership on organizational performance. Despite increased research into the leadership-performance relationship, major gaps still remain in our understanding. This paper reviews the published literature and identifies these gaps, highlighting implications for future research into the leadership-performance relationship.

Suriyankietkaew, S. & Avery, G.C. 2016.

Sustainable Leadership practices driving financial performance: Empirical evidence from Thailand.
Sustainability, 8(4), 327.
doi:10.3390/su8040327
Impact Factor: 1.789

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Abstract
Many managers and researchers alike are asking: What does an enterprise need to do to generate a proper balance between economic, social, and ecological objectives while gaining superior corporate financial performance, resilience, and sustainability? Several leadership concepts for enhancing organizational sustainability have emerged in recent years, but none provides an integrative approach, with the exception of Sustainable Leadership (SL). However, empirical research examining the effects of various SL practices on financial performance and other business outcomes is lacking.
This article addresses this gap by empirically investigating the relationships between 23 SL practices and financial performance. Using a cross-sectional survey, data stem from 439 managers in small and medium-sized enterprises (SMEs) in Thailand. Of the 23 SL practices in SL, 16 were significantly associated with corporate financial performance.
Four SL practices, in particular—amicable labor relations, valuing employees, social responsibility, plus strong and shared vision—were significant drivers, and positive predictors, of enhanced long-term firm performance. Lastly, implications, limitations, and future directions are discussed.