Leadership & Organization Development Journal最新文献

{"title":"Does change agent selection procedure matter? A strategic decision-making toward a more objective selection approach","authors":"Arash Mashhady, Hamidreza Khalili, Ardalan Sameti","doi":"10.1108/lodj-01-2022-0041","DOIUrl":"https://doi.org/10.1108/lodj-01-2022-0041","url":null,"abstract":"PurposeWhile studies have established the important role of change agents throughout organizational change programs and emphasized the change agents’ impact on outcomes of change efforts, it could be argued that the decision-making procedure for the selection of change agents may also influence the success of organizational change programs in several ways. This research aims to explore and compare the potential influence of a traditional change agent selection procedure with a more systematic and objective approach.Design/methodology/approachA qualitative case study has been conducted, before and after testing a group decision support system for the selection of change agents in an organization that was on the verge of a major rebranding.FindingsThe main findings suggest the importance of objectivity, transparency and attention to competency in the selection procedure for the role, while providing evidence for using a systematic participative decision-support process for the selection of change agents, leading to several desirable organizational outcomes, including improvements in perception of objectivity, trust, transparency, fairness and competency related to the selection process.Originality/valueDrawing from the previous studies and the presented findings, this study offers evidence on the importance of paying attention to the selection procedure for the change agent role as it could potentially have an influence on the employees across organizations and, consequently, the success of change programs.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121683108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?","authors":"L. Hooi, Ai Joo Chan","doi":"10.1108/lodj-07-2021-0349","DOIUrl":"https://doi.org/10.1108/lodj-07-2021-0349","url":null,"abstract":"PurposeThis paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating effect of rewards and recognition on the transformational leadership–innovative culture relationship.Design/methodology/approachA total of 256 valid samples were used in the structural equation modeling tests. The respondents were management-level executives from companies in Selangor/Kuala Lumpur, Malaysia.FindingsThe findings reveal that the transformational leadership–workplace digitalisation relationship is mediated by innovative culture. Besides, rewards and recognition moderate the transformational leadership–innovative culture relationship.Practical implicationsThis study unpacks the black box to the practitioners how the prominent organisational factors interplay in shaping employees' perception and acceptance of workplace digitalisation.Originality/valueThe findings also enrich the interdisciplinary literature on how transformational leadership, rewards-recognition, and innovative culture intersect with employees' perception and acceptance of workplace digitalisation.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"68 19","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114005562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Factors associated with general self-efficacy of women leaders in India","authors":"Anita Sarkar","doi":"10.1108/lodj-12-2021-0540","DOIUrl":"https://doi.org/10.1108/lodj-12-2021-0540","url":null,"abstract":"PurposeThe purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.Design/methodology/approachThis is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.FindingsResults suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.Originality/valueUniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129075980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model","authors":"Meng Yu, Jie Wen, Simon M. Smith, Peter Stokes","doi":"10.1108/lodj-09-2021-0437","DOIUrl":"https://doi.org/10.1108/lodj-09-2021-0437","url":null,"abstract":"PurposePsychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.Design/methodology/approachA systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.FindingsFirst, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.Research limitations/implicationsEven though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.Practical implicationsThe authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.Social implicationsImportantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient atti","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"213 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134270667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris","authors":"Qing Xie, Wuwei Li, X. Lou","doi":"10.1108/lodj-01-2022-0026","DOIUrl":"https://doi.org/10.1108/lodj-01-2022-0026","url":null,"abstract":"PurposeTop executive hubris is associated with positive/negative outcome. Little is known about the antecedent of hubris in top management team (TMT) and how they can be weakened to capitalize on TMT size and market complexity. This paper aims to address these issues.Design/methodology/approachThis study draws on the social information processing theory. Subsequently, it proposes and tests an inverted U-shaped relationship between task-related faultlines and top executive hubris. Top management team size and complexity can weaken the relationship between them. Panel data were collected longitudinally from 2011 to 2016 on China's listed firm on growth enterprises board.FindingsHierarchical regression analyses indicate that medium task-related faultlines experience stronger than weak and strong faultlines. TMT size and market complexity can weaken the inverted U-shaped relationship between them.Originality/valueThis study provides pioneering evidence for an inverted U-shaped relationship between task-related faultlines and top executive hubris. These findings inform practice by suggesting a tipping point of team faultlines.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131067898","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study","authors":"Yi Liu, Hai-ao Zheng, K. Ghosh, Yang Zheng, Chao Liu","doi":"10.1108/lodj-01-2022-0012","DOIUrl":"https://doi.org/10.1108/lodj-01-2022-0012","url":null,"abstract":"PurposeThis study aims to minimize the research gap by finding out what are the current state of knowledge management (KM) in the Chinese private science and technology organizations, the essential factors for promoting KM behaviors and the role of knowledge-oriented leadership in determining employees’ KM behaviors. Specifically, this research attempts to create a theoretical framework, which can be used to facilitate KM implementation in general, in the Chinese context in particular.Design/methodology/approachSemi-structured interviews with executives, senior managers and specialists were used to capture interviewees’ responses to the research question. The responses were analyzed with Nvivo to detect the obstacles of KM behaviors within Chinese private science and technology organizations.FindingsThis study highlights that poor KM behaviors are caused by knowledge-oriented leaders’ weak awareness of the KM values, and also these leaders are not equipped with the necessary knowledge-oriented leadership skills. As a result, there is a lack of knowledge sharing and knowledge inheritance. To respond to the identified KM related issues, while maximizing the KM values, some effective countermeasures focusing on the strategic, managerial as well as operational levels are proposed.Practical implicationsThere is a need for knowledge-oriented leaders to recognize the growing significance of KM practices, and to increase the level of awareness of KM values. To achieve such ambition, they need to build a corporate knowledge culture, which promotes knowledge development, application, preservation, sharing and inheritance.Originality/valueThis study contributes to deepening the understandings of the linkage between knowledge-oriented leadership and KM behaviors, which is of great significance to promote the soft power of KM on employees’ attitudes and behaviors.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131130841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What about leader engagement? A preliminary analysis of this forgotten variable","authors":"Colleen Hayden, Yoko Miura","doi":"10.1108/lodj-02-2021-0099","DOIUrl":"https://doi.org/10.1108/lodj-02-2021-0099","url":null,"abstract":"PurposeSince the early 2000s, employee engagement has become a growing point of interest for scholars, organizations, and consultants alike due to its association with a variety of organizational outcomes, such as job satisfaction, burnout, and turnover intent. Though there is much focus surrounding the measurement of employee engagement within the literature, there is a notable absence in research related to a leader's own level of engagement.Design/methodology/approachThis study aimed to address this gap in the literature, utilizing the Employee Engagement Scale (EES) to measure for leader engagement. Confirmatory factor analysis (CFA) was used to evaluate the data from 147 formal leaders who completed the EES measure.FindingsResults indicated that the model goodness-of-fit indices did not provide irrefutable evidence that leader engagement could be assessed with the 12-item EES. Using EFA results, the 12 items were rearranged and an additional run of CFA indicated better model fit with the modified EES, specifically focused on assessing leader-level engagement.Research limitations/implicationsThe small sample size (n = 147) limits the generalizability of the results. Additional studies using the revised EES structure indicated in this study is necessary to inform the validity and reliability in measuring for leader engagement with this modified tool.Practical implicationsThe paper includes implications for future researchers to pay attention to assessing leader-level engagement within the workplace and what organizational outcomes leader engagement may impact, specifically the financial impact of leader engagement.Originality/valueThis paper sought to address the gap in the literature surrounding measuring for leader engagement and its potential association with organizational outcomes.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120919326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The relationship between emotional intelligence, transformational leadership, and performance: a test of the mediating role of job satisfaction","authors":"Joather Alwali, Wafaa Alwali","doi":"10.1108/lodj-10-2021-0486","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0486","url":null,"abstract":"PurposeThis paper examines the effect of job satisfaction on job performance among physicians in Iraq's public hospitals. It also determines the mediating role of job satisfaction on the relationship between emotional intelligence and job performance. It further unveils the mediating role of job satisfaction on the nexus between transformational leadership and job performance. As physicians form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality.Design/methodology/approachA quantitative approach with structural equation modelling via partial least squares (PLS-SEM) and bootstrapping estimation was used to test the hypotheses developed. A total of 157 responses were utilized in the data analysis.FindingsEvidence from the study indicates that job satisfaction has a positive relationship with job performance. The study also provides evidence that job satisfaction plays a positive mediating role in the relationship between emotional intelligence and job performance. Similarly, job satisfaction has a positive mediating effect on the nexus between transformational leadership and job performance among physicians in Iraq's public hospitals.Originality/valueTo the best of the authors' knowledge, this is the first study to investigate the relationship between physician job satisfaction and job performance in Iraqi public hospitals. Studies using Eastern samples are scarce, so the findings of this study will add to the body of knowledge from a cross-cultural standpoint.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130877268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing a leadership potential model for the new era of work and organizations","authors":"Kevin S. Groves, A. Feyerherm","doi":"10.1108/lodj-06-2021-0258","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0258","url":null,"abstract":"PurposeUnprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.Design/methodology/approachThis article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.FindingsOur results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.Practical implicationsThe article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.Originality/valueThe proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122373830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples","authors":"Chi-Sum Wong, Junbang Lan, Kelly Z. Peng, J. Iun","doi":"10.1108/lodj-06-2021-0267","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0267","url":null,"abstract":"PurposeProponents of paternalistic leadership argue that a paternalistic leader is authoritative and at the same time, a benevolent and moral individual, and this style is effective in non-Western societies. However, past empirical studies consistently found that authoritarianism related negatively to benevolence, morality and job outcomes. The authors posit that the original proposed style probably did not exist, or at least not being a dominant style, in modern Chinese business organizations.Design/methodology/approachThe authors collected supervisor–subordinate dyadic data from three independent Chinese sample in Taiwan (N = 305), Hubei (N = 350) and Jiangsu (N = 270) and utilized the latent profile analysis method to test the hypotheses.FindingsFirst, authoritarianism ratings are much lower than ratings of benevolence and morality. Second, none of the identified profiles is high on authoritarianism, benevolence and morality at the same time. Third, leadership style with low authoritarianism, but high on benevolence and morality leads to the best employee outcomes.Originality/valueConceptually, the authors clarify the typical leadership styles that compose of the independent dimensions proposed by paternalistic leadership researchers. Methodologically, the authors showed that using person-centered latent profile analysis method can examine combinations of various leadership dimensions or constructs to examine a leader as a whole person. Practically, understanding a leadership style that composes of different levels of various leadership constructs may better inform managers and leaders how they could effectively influence subordinates.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130741887","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}