This book presents a novel approach for studying the impact of leadership styles on supply chain resilience using a combination of transactional and transformational leadership. The book consists of two main sections: The first introduces key concepts and provides a framework for understanding the research problem and methodology.
The second section presents five structural equation models developed and validated using data collected from a survey of managers and engineers in the Mexican Maquiladora Industry. These models explore the relationships between key variables, such as agility, flexibility, alertness, and efficiency, and how they are affected by different leadership styles. The findings of this study suggest that a combination of transactional and transformational leadership is highly effective in enhancing resilience and achieving better results during disruptive events. Written in a clear and accessible style, this book is an essential resource for scholars, researchers, and practitioners interested in supply chain management, leadership, and resilience. It contributes to the existing literature on these topics and provides practical insights for improving supply chain performance in today's complex and dynamic business environments.
Author(s): Maribel Mendoza Solis, Jorge Luis García Alcaraz, Juan Manuel Madrid Solórzano, Emilio Jiménez Macías
Series: SpringerBriefs in Applied Sciences and Technology
Publisher: Springer
Year: 2023
Language: English
Pages: 125
City: Cham
Preface
Contents
List of Figures
List of Tables
1 Resilience and Its Key Drivers in the Supply Chain
1.1 Supply Chain (SC)
1.2 Supply Chain Resilience (SCR)
1.3 Supply Chain Flexibility (SCF)
1.4 Supply Chain Agility (SCA)
1.5 Supply Chain Efficiency (SCE)
1.6 Supply Chain Alerts (SCAL)
1.7 Supply Chain Leadership (SCL)
1.7.1 Transactional Leadership (TSL)
1.7.2 Transformational Leadership (TFL)
1.8 Conclusions
References
2 Definition of Variables and Research Problem
2.1 SC Resilience (SCR)
2.2 SC Flexibility (SCF)
2.3 SC Agility (SCA)
2.4 SC Efficiency (SCE)
2.5 SC Alerts (SCAL)
2.6 SC Leadership (SCL)
2.7 Research Problem and Objective
References
3 Methodology
3.1 Literature Review—Rational Validation
3.2 Questionnaire Design—Judge Validation
3.3 Questionnaire Application to Industry
3.4 Data Capture and Debugging
3.5 Statistical Data Validation
3.6 Descriptive Analysis of the Sample and Items
3.7 Structural Equation Model
3.7.1 Direct Effects
3.7.2 Sum of Indirect Effects
3.7.3 Total Effects
3.7.4 Mediation Effects
3.8 Model Interpretation and Practical Implications
3.9 Sensitivity Analysis
References
4 Model 1. Leadership Style and Its Impact on Operational Performance and Supply Chain Resilience
4.1 Model Variables
4.2 Hypotheses in the Model
4.2.1 Relationship Between TSSCL and SCF
4.2.2 Relationship Between TSSCL and SCA
4.2.3 Relationship Between TFSCL and SCF
4.2.4 Relationship Between TFSCL and SCA
4.2.5 Relationship Between SCF and SCR
4.2.6 Relationship Between SCA and SCR
4.3 Latent Variable Validation
4.4 Structural Equation Model Evaluation
4.4.1 Direct Effects and Validation of Hypotheses
4.4.2 Sum of Indirect and Total Effects
4.4.3 Sensitivity Analysis
4.5 Discussion of Results
4.5.1 Structural Equation Modeling
4.5.2 Sensitivity Analysis
4.6 Conclusions and Managerial Implications
References
5 Model 2. Impact of Leadership on Supply Chain Efficiency, Alertness, and Resiliency
5.1 Model Variables
5.2 Hypotheses in the Model
5.2.1 Relationship of TSSCL with SCE
5.2.2 Relationship of TSSCL with SCAL
5.2.3 Relationship of TFSCL with SCE
5.2.4 Relationship of TFSCL with SCAL
5.2.5 Relationship of SCE with SCR
5.2.6 Relationship of SCAL with SCR
5.3 Latent Variable Validation
5.4 Evaluation of the Structural Equation Model
5.4.1 Direct Effects and Validation of Hypotheses
5.4.2 Sum of Indirect and Total Effects
5.4.3 Sensitivity Analysis
5.5 Discussion of Results
5.5.1 Structural Equation Modeling
5.5.2 Sensitivity Analysis
5.6 Conclusions and Management Implications
References
6 Model 3. Impact of Leadership on Operational Variables and Supply Chain Resilience
6.1 Model Variables
6.2 Hypotheses in the Model
6.3 Latent Variable Validation
6.4 Structural Equation Model Evaluation
6.4.1 Direct Effects and Validation of Hypotheses
6.4.2 Sum of Indirect and Total Effects
6.4.3 Sobel Test
6.4.4 Sensitivity Analysis
6.5 Discussion of Results
6.5.1 Structural Equation Modeling
6.5.2 Sensitivity Analysis
6.6 Conclusions and Management Implications
References
7 Model 4. Flexibility, Agility, and Alertness as Precursors to Supply Chain Efficiency
7.1 Model Variables
7.2 Hypotheses in the Model
7.2.1 Relationship of SCAL with SCF, SCA, and SCE
7.2.2 Relationship Between SCF to SCA and SCE
7.2.3 Relationship Between SCA to SCE
7.3 Latent Variable Validation
7.4 Evaluation of the Structural Equation Model
7.4.1 Direct Effects and Validation of Hypotheses
7.4.2 Sum of Indirect and Total Effects
7.4.3 Sensitivity Analysis
7.5 Discussion of Results
7.5.1 Structural Equation Modeling
7.5.2 Sensitivity Analysis
7.6 Conclusions and Management Implications
References
8 Model 5. Impact of Leadership on Operating Ratios and Resilience
8.1 Model Variables
8.2 Hypotheses in the Model
8.2.1 Relationship of Leadership to Supply Chain Indexes and Resiliency
8.3 Laten Variable Validation
8.4 Structural Equation Model Evaluation
8.4.1 Direct Effects and Validation of Hypotheses
8.4.2 Sum of Indirect and Total Effects
8.4.3 Sensitivity Analysis
8.5 Discussion of Results
8.5.1 Structural Equation Modeling
8.5.2 Sensitivity Analysis
8.6 Conclusions and Management Implications
References
