BUILD, HOLD, HARVEST: CONVERTING STRATEGIC INTENTIONS INTO REALITY

Does Gender Matter? The Relationship Comparison of Strategic Leadership on Organizational Ambidextrous Behavior between Male and Female CEOs

This paper aims to examine the relationship difference of strategic leadership to organizational ambidextrous behavior between male and female CEOs, taking into account the balancing effect and combined effect of explorative and exploitative behaviors. A quantitative analysis is conducted from demographic data and relevant organizational ambidextrous data of male and female CEOs of listed companies from 2016 to 2020. In total, 226 valid male-female CEOs pairs are used to test whether there is a significant difference on gender between strategic leadership and organizational ambidextrous behavior. The findings revealed that female strategic leaders with an ambidextrous advantage do not behave inferior to males. This study clarifies the intrinsic relationship between female strategic leadership and organizational ambidexterity, affirming the ambidextrous synergistic effect of female executives in corporate strategic decision-making. The presentation of women in top management may contribute to a better organizational performance through balancing and combining ambidextrous activities, and this study calls on upholding the cultural values of gender diversity and inclusiveness, and to focus on merits of female leaders.

Key performance indicators in the Kenyan hospitality industry: a managerial perspective

Purpose

The overall purpose of this study is to investigate impact of managerial characteristics on key performance indicators in the Kenyan hotel industry.

Design/methodology/approach

A cross‐sectional survey research design was used to gather primary data using self‐administered questionnaires. A sample of 160 hospitality managers was selected proportionately by simple random sample method from six hotels in Nairobi and Mombasa. A custom factorial univariate analysis of variance was used to analyze the data.

Findings

Hospitality managers in Kenya are still focusing on financial and result measures of performance while ignoring non‐financial and determinant measures. Managerial demographic characteristics; age, education, current position, functional area, and performance appraisal influence managers' choice of key performance indicators.

Research limitations/implications

The model violated assumptions of homogeneity of variances. Literature review revealed a severe lack of Kenyan‐based research in tourism and hospitality industries on performance measurement practices hence the need for future research in this area.

Practical implications

The hotels need to invest in comprehensive performance management systems suitable for Kenyan hospitality industry that will incorporate both financial and non‐financial performance measures.

Originality/value

The study focuses on level of use of performance indicators and level of importance attached to performance indicators in the Kenyan hospitality industry. Managerial demographic characteristics influence on key performance indicators are examined in leading service industry in a growing economy thus contributing to a new body of knowledge in management literature in Africa.