Introduction

Stewardship theory can be defined as a fundamental attitude and a set of behaviors that prioritize the collective wellbeing over individual ambitions (Davis et al., 1997, Keay, 2017, Fox and Hamilton, 1994). This paradigm anticipates conditions when managerial decisions are influenced not by personal interests but by a commitment to collective welfare (Sharma and Mohapatra, 2009, Shalley, 2024). The stewardship hypothesis asserts that collaborative behavior often yields better results than self-serving approaches, as it fosters synergy and trust among team members (Boon, 2018). By emphasizing the enhancement of skills, organizations can optimize internal governance structures and build a robust organizational culture rooted in fundamental governance practices. Stewardship not only promotes collaborative behavior but also emphasizes the importance of transparency and accountability in management procedures (Keay, 2017). Organizations may develop stronger relationships with stakeholders and improve overall performance by fostering an environment that values open dialogue and shared goals. This thorough process enhances decision-making and fosters collective accountability across all organizational constituents, ultimately driving sustainable success and promoting innovation (Boon, 2018). This comprehensive strategy fosters ongoing enhancement and flexibility, allowing organizations to effectively address difficulties while staying true to their fundamental beliefs and goal.

References

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  • SHALLEY, C. E. 2024. Creating roles: What managers can do to establish expectations for creative performance. Handbook of organizational creativity. Psychology Press.
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