{"title":"动荡环境中道德领导者的认知能力:综述、理论整合与展望","authors":"Eliane Bacha, Eva Niesten","doi":"10.1108/jmp-07-2023-0393","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This paper’s purpose is to challenge the traditional assumption in leadership studies that leaders’ traits and capabilities impact effectiveness irrespective of the environment in which they operate. We identify the cognitive capabilities (CCs) of moral leaders that increase their efficacy in turbulent environments. To identify these capabilities, we integrate the strategic management literature on dynamic managerial capabilities (DMCs) into the field of moral leadership. We explore the micro-foundations of DMCs—that is, the CCs of moral leaders that underpin their abilities to sense and seize opportunities and reconfigure organizations—and show that CCs are effective in environmental turbulence.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>We review 74 articles on moral leaders—including ethical, authentic, and servant leaders—and analyze their CCs that enable effectiveness in turbulent environments.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Moral leaders sense opportunities by drawing on their CCs for attention and perception. They seize opportunities with intuitive moral judgment and conscious moral reasoning, and by considering diverse perspectives and followers’ needs when problem solving. They reconfigure with vision-inspired storytelling, collaboration, and trust-building among stakeholders.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Organizations should use coaching, mentoring, and training to develop the CCs of moral leaders, and institutionalize these skills in their organizations.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>We illustrate that the environment is an important determinant of the effectiveness of moral leaders’ capabilities. By integrating the DMC literature into the moral leadership field, we identify the distinctive CCs of ethical, authentic, and servant leaders that make them effective in turbulent environments.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"5 1","pages":""},"PeriodicalIF":3.1000,"publicationDate":"2024-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward\",\"authors\":\"Eliane Bacha, Eva Niesten\",\"doi\":\"10.1108/jmp-07-2023-0393\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This paper’s purpose is to challenge the traditional assumption in leadership studies that leaders’ traits and capabilities impact effectiveness irrespective of the environment in which they operate. We identify the cognitive capabilities (CCs) of moral leaders that increase their efficacy in turbulent environments. To identify these capabilities, we integrate the strategic management literature on dynamic managerial capabilities (DMCs) into the field of moral leadership. We explore the micro-foundations of DMCs—that is, the CCs of moral leaders that underpin their abilities to sense and seize opportunities and reconfigure organizations—and show that CCs are effective in environmental turbulence.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>We review 74 articles on moral leaders—including ethical, authentic, and servant leaders—and analyze their CCs that enable effectiveness in turbulent environments.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>Moral leaders sense opportunities by drawing on their CCs for attention and perception. They seize opportunities with intuitive moral judgment and conscious moral reasoning, and by considering diverse perspectives and followers’ needs when problem solving. They reconfigure with vision-inspired storytelling, collaboration, and trust-building among stakeholders.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>Organizations should use coaching, mentoring, and training to develop the CCs of moral leaders, and institutionalize these skills in their organizations.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>We illustrate that the environment is an important determinant of the effectiveness of moral leaders’ capabilities. By integrating the DMC literature into the moral leadership field, we identify the distinctive CCs of ethical, authentic, and servant leaders that make them effective in turbulent environments.</p><!--/ Abstract__block -->\",\"PeriodicalId\":48247,\"journal\":{\"name\":\"Journal of Managerial Psychology\",\"volume\":\"5 1\",\"pages\":\"\"},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2024-08-20\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Managerial Psychology\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/jmp-07-2023-0393\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Managerial Psychology","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jmp-07-2023-0393","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward
Purpose
This paper’s purpose is to challenge the traditional assumption in leadership studies that leaders’ traits and capabilities impact effectiveness irrespective of the environment in which they operate. We identify the cognitive capabilities (CCs) of moral leaders that increase their efficacy in turbulent environments. To identify these capabilities, we integrate the strategic management literature on dynamic managerial capabilities (DMCs) into the field of moral leadership. We explore the micro-foundations of DMCs—that is, the CCs of moral leaders that underpin their abilities to sense and seize opportunities and reconfigure organizations—and show that CCs are effective in environmental turbulence.
Design/methodology/approach
We review 74 articles on moral leaders—including ethical, authentic, and servant leaders—and analyze their CCs that enable effectiveness in turbulent environments.
Findings
Moral leaders sense opportunities by drawing on their CCs for attention and perception. They seize opportunities with intuitive moral judgment and conscious moral reasoning, and by considering diverse perspectives and followers’ needs when problem solving. They reconfigure with vision-inspired storytelling, collaboration, and trust-building among stakeholders.
Practical implications
Organizations should use coaching, mentoring, and training to develop the CCs of moral leaders, and institutionalize these skills in their organizations.
Originality/value
We illustrate that the environment is an important determinant of the effectiveness of moral leaders’ capabilities. By integrating the DMC literature into the moral leadership field, we identify the distinctive CCs of ethical, authentic, and servant leaders that make them effective in turbulent environments.
期刊介绍:
■Communication and its influence on action ■Developments in leadership styles ■How managers achieve success ■How work design affects job motivation ■Influences on managerial priorities and time allocation ■Managing conflicts ■The decision-making process in Eastern and Western business cultures