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

1、3300 英文單詞， 英文單詞，1.9 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 5700 字文獻(xiàn)出處： 文獻(xiàn)出處：Özer F, T?naztepe C. Effect of strategic leadership styles on firm performance: A study in a Turkish SME[J]. Procedia-Social and Behavioral Sciences, 2014, 150:

2、 778-784.Effect of Strategic Leadership Styles on Firm Performance: A study in a Turkish SMEFunda Özer , Cihan T?naztepeAbstractMany studies suggested that a development of good leadership is one of the driving forc

3、es for the success of SMEs in the future, and evidences suggest that inadequate leadership and management skills as primary factors contributing towards the failure of SMEs (Razak, 2000, Davies et al., 2002). In this stu

4、dy, we examine to understand how these leaders have the greatest positive impact on firm performance. This study is significant since the outcomes will contribute to the body of knowledge in the field of leadership and S

5、ME’s firm performance in Turkey. The aim in this study is to interrogate the strategic leadership in terms of different leadership styles and test the effect of them on performance. The study is applied to an export comp

6、any in Turkey. The sample is consisted of white-collared members who are working in managerial and non-managerial job positions in different offices of the company. A total of 215 complete responses were used for analyse

7、s. In terms of hypothesis testing, the first hypothesis of the study is partially supported as only relationship-oriented and transformational leadership styles are significantly related to firm performance. As to the se

8、cond hypothesis compared to other leadership styles transformational leadership has a stronger effect on firm performance. When the means of leadership styles are considered, it is clear that in three countries most comm

9、on leadership style is relationship-oriented. This study can be repeated by increasing the number of participants. And also for further studies, to identify the effects of leadership styles on firm performance more preci

10、sely, the number of leadership styles may be increased.Keywords: Strategic leadership styles, Firm performance1. IntroductionThe importance of SMEs to world economies is well documented (Birch 1989; Storey 1994). SMEs (f

11、irms 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 (total shareholder return, econo

12、mic 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? Commitment of employees? Job satisfaction of

13、employees? New product/service development capability? Product/service quality? Customer satisfaction? Sales growth? Market share growth? Return on sales? Return on assets? Overall profitabilityQualified labor is the agg

14、regate of skilled human physical and mental effort used in creation of goods and services. The benefits of having the best trained workers using the most advance technology can be nullified by employees who do not use th

15、eir energy and skills for the benefit of the organization. Without employee commitment, there can be no improvement in any area of business activity. According to Meyer and Allen (1990), the definition of commitment is a

16、 psychological state that binds the individual to the organization. No organizations in today’s competitive world can perform at peak levels unless each employee is committed to the organizations’ objectives and works as

17、 an effective team member. Job satisfaction is essential for organizations interested in developing and retaining productive employees for organizational success (Siegel & Lane, 1974). It is defined by Locke as a ple

18、asurable and positive emotional state caused by the appraisal of one’s job or job experience (1976, p. 1300). Such a definition suggests that job satisfaction contains an affective component (emotional state) and a non-a

19、ffective or cognitive component (appraisal) (Organ, 1988).New product/service development capability is the process of converting knowledge and ideas into better ways of doing business or into new or improved products an

20、d services that are valued by the community. Product/service quality is the excellence of the product or service – the serviceability and value that customers gain by purchasing the product or service. Customer satisfact

21、ion is a measure of the degree to which a product or service meets the customer's expectations. Sales growth is the increase in sales over a specific period of time, often but not necessarily annually. Market share g