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Abstract: Background: The information age has ushered in a novel economic model known as the information economy, challenging traditional bureaucratic mechanisms that were primarily seen as tools to mitigate uncertainty. Within this context, complex leadership emerges as a paradigm that thrives on systemic interactions and intricate dynamics. Here, the onus lies on establishing the framework and conditions that empower the adaptive essence of leadership to flourish. Purpose: The aim of this research is to establish a framework for optimal leadership management, uncovering previously unexplored factors shaping employee work behavior. By identifying and defining key components within management mechanisms that greatly enhance employee performance, the objective is to cultivate rooted and effective management practices. Study design/methodology/approach: The research involved 480 respondents from diverse sociodemographic backgrounds and companies. Complexity leadership was assessed using the Complexity Leadership Scale, measuring Generative and Administrative leadership. Employee cooperation was evaluated with the Scala Supportive and Non-Controlling Supervision. Statistical methods included multiple regression, Pearson correlation, t-tests, and MANOVA. Findings/conclusions: The evaluation shows that both Generative and Administrative leadership are moderately expressed. Generative leadership positively correlates with Supportive and Non-Controlling Supervision, achieving statistically significant results. In contrast, Administrative leadership has negative correlations with these supervisory styles. Limitations/future research: The limitations of the research are of a methodological nature and refer to the sample of employees, according to demographic characteristics and company characteristics. Also, ONLINE FIRST 4 Tomašević et al. Addressing Socio-Economic Drivers of Management Style Evolution: Embracing Complexity Leadership Solutions STRATEGIC MANAGEMENT, Vol. xx (20xx), No. x, pp. 0xx-0xx questionnaires based on self-assessment most often imply a certain number of socially desirable answers. Future research should include a larger sample to improve external validity and ensure that the empirical evidence obtained is variable across a range of organizational settings.
Keywords: leadership, complexity, employees, organizations, socio-economic drivers
Published in DKUM: 29.08.2025; Views: 0; Downloads: 3
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Abstract: Background/Purpose: This study examines the relationship between dynamic capabilities (DCs) and environmental performance (EP) in high-tech SMEs in Pakistan, focusing on the key dimensions of sensing, seizing, and reconfiguration. Additionally, it explores the mediating role of environmental innovation (EI) and the moderating effect of female leadership on this relationship. Methods: A quantitative research approach was employed, using a structured questionnaire distributed among male and female Chief Executive Officers (CEOs), senior management personnel, and executives in high-tech SMEs. Data were analysed using structural equation modelling (SEM) to assess the relationships between DCs, environmental innovation, and environmental performance. Results: The findings indicate that seizing capabilities significantly enhances environmental performance, with a one-point increase leading to a 0.282-point improvement. Similarly, reconfiguration contributes positively, with a one-point increase resulting in a 0.227-point improvement. Both process innovation (path coefficient = 0.384, p = 0.001) and product innovation (path coefficient = 0.157, p = 0.043) positively influence environmental performance. However, female leadership did not exhibit a significant direct effect on environmental performance. Notably, female moderators negatively impacted the relationship between process innovation and environmental performance (-0.328), suggesting that in lower hierarchical positions, female inclusion may reduce the effectiveness of process innovation in achieving sustainability goals. Conclusions: The study provides empirical evidence on the role of dynamic capabilities and environmental innovation in enhancing sustainability in high-tech SMEs. It highlights the need for firms to strengthen their seizing and reconfiguration capabilities to improve environmental performance. Additionally, eco-innovation should be encouraged, and gender diversity in leadership should be strategically considered when designing innovation and sustainability strategies. These findings offer valuable insights for policymakers and industry practitioners aiming to foster sustainable business practices in high-tech SMEs in Pakistan.
Keywords: dynamic capabilities, environmental performance, high-tech SMEs, eco-innovation, female leadership
Published in DKUM: 07.08.2025; Views: 0; Downloads: 1
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