LRN: Consequences of Leadership (Topic)最新文献

{"title":"Recalling the Performativity of the Body in Frontline Command","authors":"M. Boehm","doi":"10.1111/1468-5973.12225","DOIUrl":"https://doi.org/10.1111/1468-5973.12225","url":null,"abstract":"Frontline command is based on the cognitive ability of the individual commander, but it is also a relational activity. In this article, the performativity of the body as a notion is applied to frontline command as a means of understanding how the body communicates in the midst of action. To this end, the performativity of eight frontline commanders was studied through the use of helmet‐mounted action cameras worn during real incidents. The empirical findings suggest that bodily performativity such as gearing‐up and gearing‐down affects the frontline commander's ability to command, sometimes unconsciously. The study also shows that the performativity of the commander's body plays an active role in frontline command, as it both aids and hinders decision‐making processes.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127075355","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":"Rule Breakers and Attention Seekers: Personality Predictors of Integrity and Accountability in Leaders","authors":"Kimberly S. Nei, Jeff L. Foster, Alisha M. Ness, Darin S. Nei","doi":"10.1111/ijsa.12201","DOIUrl":"https://doi.org/10.1111/ijsa.12201","url":null,"abstract":"Unethical leadership behavior can encourage follower CWBs and have costly organizational impacts. In this meta‐analysis, we use data from 3,000 managers and executives to identify antecedents of ethical behaviors: integrity and accountability. Results suggest that many five factor model (Big Five) personality scales, personality derailers (dark side attributes), and values predict integrity and accountability. Leaders who are more conscientious, professional, and rule following and less attention seeking receive higher ratings of integrity and accountability. The strongest relationships were often for personality derailers (Excitable, Leisurely, Mischievous, Imaginative). Values and preferences (Aesthetics, Hedonism, Recognition) also had notable relationships. We discuss our results and their implications for organizations seeking to reduce CWBs, promote OCBs, or establish a climate of ethical behavior.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114935784","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":"Servicing Academics and Building Relationships: The Case of Two University Commercialisation Offices in Australia","authors":"J. Gao, N. Haworth","doi":"10.1111/radm.12184","DOIUrl":"https://doi.org/10.1111/radm.12184","url":null,"abstract":"Adopting the contingency perspective, we examine the strategic orientation of university commercialisation models by conducting an explorative multiple‐case study of two university commercialisation offices (UCOs). We base our study in Australia, a relatively small, open OECD trading economy, where universities are under strong pressures to commercialise. While existing literature mainly focussed on quantitative and revenue‐based measures of university commercialisation performance, we identify two different UCO strategic models: ‘service‐provider’ and ‘relationship‐builder’. We also find university leadership, CEO ideology and academic awareness and support as key factors that shape UCO strategic models.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132794687","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":"CEO Overconfidence and Management Forecasting","authors":"P. Hribar, Holly I. Yang","doi":"10.2139/ssrn.929731","DOIUrl":"https://doi.org/10.2139/ssrn.929731","url":null,"abstract":"This paper examines how overconfidence affects the properties of management forecasts. Using both the “over†optimism†and “miscalibration†dimensions of overconfidence to generate our predictions, we examine three research questions. First, we examine whether overconfidence increases the likelihood of issuing a forecast. Second, we examine whether overconfidence increases the amount of optimism in management forecasts. Third, we examine whether overconfidence increases the precision of the forecast. Using both options†and press†based measures to proxy for individual overconfidence, we find support for all three research questions.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132230930","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":"An Examination of How Entry-Level Staff Auditors Respond to Tone at the Top vis-à-vis Tone at the Bottom","authors":"Jeffrey S. Pickerd, S. Summers, David A. Wood","doi":"10.2139/ssrn.2008932","DOIUrl":"https://doi.org/10.2139/ssrn.2008932","url":null,"abstract":"ABSTRACT: Prior academic and practitioner literature argues that the ethical tone at the top of an organization is a key factor in establishing an effective internal control environment. Drawing on self-concept maintenance theory and in-group bias theory, this study predicts that entry-level staff auditors will disregard a company's ethical standards unless they observe a strong ethical tone from both their partner (tone at the top) and their supervising senior (tone at the bottom). Also, this study predicts that staff auditors will be more influenced by the tone of their supervising senior than the partner when these two individuals provide conflicting tones. In a 2 × 2 experiment that manipulates the tone set by a staff auditor's supervising senior and engagement partner, this study provides evidence consistent with predictions. Further analyses suggest that participants make less ethical decisions because they are less likely to view the situation as an ethical dilemma when either the senior or partner...","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"106 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128189699","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":"CEO Departures and Market Uncertainty","authors":"Jane Cheung, Andrew B. Jackson","doi":"10.2139/ssrn.1728582","DOIUrl":"https://doi.org/10.2139/ssrn.1728582","url":null,"abstract":"This study investigates the effect on stock return volatility of a significant event in the life of a firm, a change in its CEO. Citing weaknesses in the prior literature, we bring a new approach to re-examine the issue. First, we use a relatively unbiased classification system using both company announcements and media reports. Second, we use short-term stock return volatility as a more accurate estimator to isolate the effect of a single disclosure. We find strong evidence that the level of stock return volatility increases following announcements of CEO departures, and that the increase is significantly higher following announcements of forced departures compared to voluntary departures. The results are consistent with signalling effect theory in that forced dismissals convey previously unknown information to the market. Signed cumulative abnormal returns are also more negative for a forced CEO departure.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"197 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126013183","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":"Leadership Succession and Firm Performance in an Emerging Economy: Successor Origin, Relational Embeddedness, and Legitimacy","authors":"Chi‐Nien Chung, X. Luo","doi":"10.1002/SMJ.2011","DOIUrl":"https://doi.org/10.1002/SMJ.2011","url":null,"abstract":"We examine how leadership transition affects firm performance in emerging economies. Building upon the social embeddedness and neo-institutional perspectives, we argue for the importance of alignment between successor origin and social context for firm performance. We suggest that as a baseline outside successors enhance firm profitability because of the large-scale and rapid changes in emerging markets. However, this outsider premium is reduced in firms embedded in family and business group relationships, where family and inside successors can better access network resources. But the outsider premium is amplified in firms embedded in a mature market-based logic, such as high-tech or foreign-invested firms, because the perceived legitimacy of outsiders facilitates resource acquisition. Our arguments are supported through the analysis of Taiwanese listed firms between 1996 and 2005.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132334719","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":"Leader-Follower Extraversion Congruence and Follower Perceptions of Transformational Leadership: A Test Using Response Surface Modeling","authors":"G. Hrivnak, Tjai M. Nielsen","doi":"10.2139/ssrn.1294008","DOIUrl":"https://doi.org/10.2139/ssrn.1294008","url":null,"abstract":"Using polynomial regression and response surface modeling in a lagged field study, we examine relationships among leader and follower extraversion fit and follower ratings of transformational leadership. This paper builds on prior research investigating the influence that leader and follower personality factors have on follower perceptions of leadership. Data from a sample of 117 Naval Midshipmen dyads suggest that leader-follower extraversion congruence at Time 1 was positively related to higher follower ratings of transformational leadership at Time 2. The implications of these findings are discussed with respect to perceptions and attributions of leadership, the potential role that extraversion congruence may play in the development of leader-follower relationships, and the role of personality across different fit contexts.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131385120","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":"Exercising Leadership: The Prospects of Social Entrepreneurship and High Impact Philanthropy (HSG 2004)","authors":"Maximiliano Martín","doi":"10.2139/SSRN.1325972","DOIUrl":"https://doi.org/10.2139/SSRN.1325972","url":null,"abstract":"Global mega-trends are rearranging social reality. They affect formal contexts, individual identities, and group dynamics on a scale that seems historically unprecedented. We often look to people in positions of formal authority for the necessary leadership to steer groups and organizations safely through this changing environment. But leading is getting more difficult. The effectiveness of different types of tools or interventions is changing, and new actors enter the stage. How can one exercise responsible and effective leadership in today's runaway world? This course takes a strategic perspective on public leadership. It asks how two types of emerging leaders, social entrepreneurs and high-impact philanthropists, can stimulate systemic change through local interventions and collaboration, and how philanthropy banking can support their efforts. This course provides a comprehensive introduction to the public leadership exercised by social entrepreneurs and philanthropic leaders. The course was developed and taught by Maximilian Martin at HSG for the 2004 fall semester. To be practical, it deploys a variety of case studies. The course is divided into three parts. Unit one sets the stage. To pace our work effectively, the course first sets the stage by introducing the core conceptual material relevant to the derivation of effective leadership strategies in a globalizing world, introducing the figure of the social entrepreneur through a set of case studies. Exercising public leadership is about identifying the right issues and mobilizing and empowering groups to tackle them effectively. This is far from a risk-free undertaking. Unit two examines the perils of leadership. We are fortunate to be able to discuss these issues with an expert on leadership from Harvard, Prof. Barbara Kellerman, who will share insights from her research on bad leadership during a special lecture. Social entrepreneurs are innovators who create systemic change. Unit three asks how we can strategically orchestrate social innovation. Which factors can one rely upon to accelerate the diffusion of innovations? What role can and should intermediaries, philanthropists and philanthropy banking play? One case study as well as student presentations will help us to translate the challenge into an actionable personal agenda.","PeriodicalId":322900,"journal":{"name":"LRN: Consequences of Leadership (Topic)","volume":"193 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127593731","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}