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The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the mix of leadership effectiveness by accident and sagacity in management and business practices.

The paper provides a conceptual discussion of the serendipity of leadership effectiveness in management and business practices.

This paper contributes a number of models and a matrix that are introduced to address the underlying criteria of the cause‐effect relationship between leadership effectiveness and organizational achievements.

This paper challenges the idealistic picture that flourishes in the management literature and in management practice of the direct, positive impact of leadership on prosperous management and business practices. In fact, it reinforces and underpins the critical or sceptical views of leadership effectiveness raised in the literature.

Normally, views of organizational achievements are based on the assumption that contextual, timely and skilful precisions in leadership effectiveness are high. Shareholders and stakeholders may benefit from a thorough examination of these issues in organizational achievements. It would not be surprising to find that leadership effectiveness in management and business practices to a minor or major extent is derived from pure luck and coincidence in contextual and timely precisions: right place, right time. This means that such leadership effectiveness may be based on serendipity rather than skilfulness in terms of organizational achievements.

The authors contend that the term “serendipity” contributes to enhance the ongoing discussion in the literature of the link between leadership effectiveness and organizational achievements. It also provides a fundament of understanding, explanation and prediction of leadership effectiveness in management and business practices.

The current study intends to explore the internal control effectiveness through leadership who follow rules and emphasize accountability with support from management. It also examines the influence of organizational culture. Current research aims to enhance the internal control effectiveness in organizations by examining leadership roles, support from management and organizational culture specifically in the segment of accounting and finance.

The study surveys professionals from the accounting and finance segment to accumulate insights into the influence of leadership, management support and organizational culture on internal control effectiveness. Statistical tools were applied by using the AMOS and SPSS program to draw practical recommendations for the optimization of internal control mechanisms.

The findings direct that internal control effectiveness is positively linked to rule-following and accountability leadership while presenting a negative association with top management support. Prominently, organizational culture demonstrates a central moderating role, highlighting its significant influence on internal control effectiveness.

The study provides real-world insights to aid accounting and finance professionals in implementing effective internal controls. The findings provide actionable recommendations for top management to improve organizational practices and financial processes.

The unique combination of exploring leadership impact, top management support and organizational culture adds value to existing knowledge. The findings provide a novel perspective for practitioners and researchers seeking to enhance internal control mechanisms in organizational settings.

Information security (InfoSec) policy violations are of great concern to all organisations worldwide, especially in the financial industry. Although the importance of InfoSec policy has been highlighted for many decades, InfoSec breaches still occur due to a low level of employee compliance and a lack of engagement and competence in high-level management. However, previous studies have primarily investigated the behavioural aspects of InfoSec policy compliance at the individual level rather than the managerial factors involved in constructing InfoSec policy and developing its effectiveness. Thus, drawing on neo-institutional theory and a transformational leadership framework, this research investigated the influence of external mechanisms and transformational leadership on InfoSec policy effectiveness.

The research model was implemented using field survey data from professional managers in the financial sector.

The results reported that neo-institutional mechanisms and transformational leadership shape InfoSec policy effectiveness in an organisation.

This study broadens current InfoSec policy research from an individual level to a managerial perspective and enhances the existing literature on neo-institutional and transformational leadership in the context of InfoSec. It highlights the need to evaluate InfoSec policy based on external factors and to support transformational leadership styles that promote InfoSec policy enforcement and effectiveness.

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, determine the corresponding indicators, and offer the method of evaluation of the effectiveness of state management of the process of implementing the information economy’s optimization model.

This research applies the methods of induction, deduction, structural and functional analysis, and graphical presentation of information.

Based on the peculiarities of the information economy’s optimization model, three main criteria of the effectiveness of state management while implementing this model are distinguished: flexibility of the normative and legal provision of information economy; balance of the level and rate of development of the noosphere components; and success of the protection, usage, and preservation of information’s uniqueness. To distinguish these criteria it is offered to evaluate the effectiveness of state management of the process of implementation of the information economy’s optimization model by progressive comparison of the sum of results with the sum of limitations and costs for each direction of state management of the process of implementation of the information economy’s optimization model, related to the provision of observation of the above criteria. The author determines the indicators that conform to the offered criteria of effectiveness of state management of the process of implementation of the information economy’s optimization model systematized in connection to these criteria, and offers the formula for calculating the final indicator of the effectiveness of state management of the process of implementation of the information economy’s optimization model.

The offered criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, the corresponding indicators, and the compiled methodology of evaluating the effectiveness of this process are recommended for usage as methodological provision of monitoring and control of implementation of the information economy’s optimization model.

The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given the number of studies testing antecedents and outcomes of conflict management – but never within a single research design.

Structural equation modeling was used to test a model linking personality, conflict management, and leader effectiveness for 126 managers and 624 employees from various organizations. Subjects completed the Five‐Factor Personality Inventory, Rahim Organizational Conflict Inventory‐II, and selected items from the Multifactor Leadership Questionnaire that measure leadership effectiveness.

Findings indicate that an integrating conflict management style fully mediates the relationship between neuroticism and leadership effectiveness and partially mediates the relationship between conscientiousness and leadership effectiveness. Conscientiousness was the best predictor of effectiveness among all variables studied in this research, accounting for 10 percent of the variance.

Future studies should link both antecedents and outcomes to conflict management in the same design – so as not to miss potential mediating effects.

Although the work is preliminary, it appears that conscientious individuals tend to be most effective in organizations.

The work represents the first study linking personality, conflict styles, and effectiveness in a single design.

This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners.

The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields.

This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts.

This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts.

This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators.

This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

This study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the institutional theory.

The study uses a quantitative approach, making use of a structured questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors on PMS effectiveness, while controlling for a number of organisational profile variables.

Results indicate that PMS is only moderately effective. Managers’ involvement, senior management involvement and performance feedback are significant predictors of PMSs effectiveness.

Findings of the study may have limited applicability to developed and industrialised countries and even developing countries that have a different public sector culture to that of Mauritius.

The findings demonstrate that the effectiveness of PMSs is strongly reliant on the involvement of senior management. Accordingly, public sector managers should ensure that they are fully committed and engaged in performance management tasks.

The study contributes to the limited research on the effectiveness of PMSs in developing countries that have a different bureaucratic and performance culture to that of developed nations.

This study explored the relationships between principals’ distributed leadership, school organisational culture and the effectiveness of school innovation management. A questionnaire was administered to gather data from public junior high school teachers in Taiwan.

Using the stratified random sampling method, 1,557 questionnaires were sent to 98 schools in Taiwan, and 1,018 valid questionnaires were obtained. All data were analysed using descriptive statistics and structural equation modelling.

School organisational culture significantly mediated the relationship between principals’ distributed leadership and the effectiveness of school innovation management. This mediating role was confirmed through multiple mediation analyses, highlighting the essential link between leadership practices and school innovation outcomes.

This study provides new insights into how distributed leadership by school principals can enhance the effectiveness of school innovation management by cultivating a solid organisational culture. The results underscore the importance of distributed leadership in fostering an environment conducive to school innovation.

This study investigates the link between servant leadership and project management effectiveness in developmental projects in non-governmental organisations (NGOs). Further, this study examined the mediating role of conflict resolution and moderating role of organisational culture.

A three-wave survey of 288 non-governmental organisation (NGO) employees was used to evaluate the hypotheses. Hierarchical regression analysis and Hayes' PROCESS macro technique were used for data analysis.

In this study, servant leadership positively affects employee project management effectiveness in developmental projects in NGOs, and conflict resolution mediates the relationship. Furthermore, the results show that organisational culture moderates the positive relationship between servant leadership and employee project management effectiveness. Moreover, the authors investigated the hypotheses via a moderation mediation model. The strength of the mediated link between servant leadership and project management effectiveness (via conflict resolution) depends on organisational culture strength.

Leaders that practice servant leadership care for their employees genuinely and serve them by allowing them to make their own decisions. Every organisation may benefit from this leadership style since it encourages project effectiveness

New empirical data from this study suggests that servant leadership positively and substantially affects employee project management effectiveness in developmental projects in NGOs.

The purpose of the paper is to develop a conceptual framework for improving the effectiveness of risk management in supply networks following a critical literature review.

A critical review of 91 scholarly journal articles published between 2000 and 2018 supports the development of an integrated conceptual framework.

The findings emphasize that supply chain integration (SCI) can have both a positive and negative impact on the effectiveness of risk management in supply networks. It is possible to have a positive effect when SCI can be used to develop competencies in joint risk planning within the organization and with wider supply network members and, in turn, to develop collaborative risk management capabilities. Supply network characteristics can influence whether and the extent to which SCI has a positive or negative impact on risk management effectiveness.

The conceptual framework can be used to empirically assess the role of SCI for effective risk management. Dynamic evaluation of the effectiveness of risk management and potential redesign of the supply network by considering other contingent factors are some future research avenues.

There is a need for developing specific competencies in risk planning within organizations and joint risk planning with supply network members which, in turn, can help develop collaborative risk management capabilities to improve the effectiveness of risk management in supply networks. Network characteristics will influence whether and the extent to which SCI results in the effectiveness of risk management.

Moving beyond recent (systematic) reviews on supply chain risk management, this study develops a novel conceptual framework interlinking SCI and the effectiveness of risk management while considering network characteristics.