The COVID‐19 Pandemic: What can we learn from past research in organizations and management?

International Journal of Management Reviews, Journal Year: 2021, Volume and Issue: 23(1), P. 3 - 6

Published: Jan. 1, 2021

Abstract The ongoing COVID‐19 pandemic is having a profound impact on organizations across the world, as businesses and societies face their greatest challenges for many decades. Over past 20 years, International Journal of Management Reviews ( IJMR ) has published reviews research that bring together key findings important bodies relevant to understanding how might confront grand such these. Reflecting this work, we have chosen number recent in journal which relevance both practitioners scholars current crisis. We invited authors these papers offer some comments, drawn from discussion below.

Language: Английский

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Authentic leadership theory: The case for and against

The Leadership Quarterly, Journal Year: 2021, Volume and Issue: 32(6), P. 101495 - 101495

Published: Feb. 7, 2021

Language: Английский

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Review Research as Scientific Inquiry

Organizational Research Methods, Journal Year: 2022, Volume and Issue: 26(1), P. 3 - 45

Published: Dec. 26, 2022

This article and the related Feature Topic at Organizational Research Methods were motivated by concern that despite bourgeoning number diversity of review articles, there was a lack guidance on how to produce rigorous impactful literature reviews. In this article, we introduce research as class inquiries uses prior data sources develop knowledge contributions for academia, practice policy. We first trace evolution both outside within management including articles published in Topic, provide holistic definition research. Then, argue plurality forms research, alignment purpose methods is crucial high-quality To accomplish this, discuss several purposes criteria assessing research's rigor impact, these need be aligned with its purpose. Our paper provides conducting or evaluating helps establish credible legitimate scientific endeavor.

Language: Английский

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Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders

Australian Journal of Management, Journal Year: 2019, Volume and Issue: 45(1), P. 114 - 133

Published: April 10, 2019

Increasingly poor and unethical decision-making on the part of leaders across globe, such as recent Australian Cricket Ball Tampering Scandal, pose a significant challenge for society organisations. Authentic leadership development is one strategy that has been positioned an antidote to behaviours. However, despite growing interest in authentic leadership, construct still embodies several criticisms including conceptual clarity; leader-centricity; bias towards person, not leader; philosophical ambiguity; demographic challenges. Each these will be explored depth inform reconceptualisation leader construct, comprising indicators awareness, sincerity, balanced processing, positive moral perspective informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between leaders, followers individuals. To conclude, we propose research agenda encouraging pursuit further clarity, rigorous behaviour measures, expanding psychometric profile increasing focus enhancing programmes. JEL Classification: M12

Language: Английский

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Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership

Journal of Business and Psychology, Journal Year: 2019, Volume and Issue: 35(4), P. 469 - 488

Published: June 21, 2019

Although authentic leadership has been shown to inform a host of positive outcomes at work, the literature dedicated little attention identifying its personal antecedents and effective means enhance it. Building on strong theoretical links initial evidence, we propose mindfulness as predictor leadership. In 2 multi-source field studies (cross-sectional experimental), investigated (a) role leaders' trait (b) effectiveness low-dose intervention for perceptions The results both confirmed relation between rated by followers leaders. Moreover, study showed that increased via gains in mindfulness, perceived addition, found positively extended followers' work attitudes paper concludes with discussion study's implications theory leader development.

Language: Английский

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Understanding the Followers of Toxic Leaders: Toxic Illusio and Personal Uncertainty

International Journal of Management Reviews, Journal Year: 2020, Volume and Issue: 23(1), P. 45 - 63

Published: Sept. 15, 2020

Abstract Toxic leaders are one of the main threats to wellbeing people in workplace and society general, followers play a critical role constructing maintaining toxic leaders. In this narrative review, we draw on Bourdieu's concept illusio incorporate it with social cognitive psychology approaches an attempt frame dynamic system that sustains leadership through continued support followers. More specifically, as introduce perspective process‐relational context discussion, (i) address allure incentive for join way cope their high personal uncertainty (ii) illustrate mechanisms processes motivate remain once they join. context, also briefly discuss differentiate between ethical moral dimensions leadership.

Language: Английский

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What is Public about Public Leadership? Exploring ImplicitPublicLeadership Theories

Journal of Public Administration Research and Theory, Journal Year: 2020, Volume and Issue: 31(1), P. 166 - 183

Published: May 12, 2020

Abstract While scholarship on public leadership has recently gained momentum in administration, it is unclear how researchers should account for the “public” leadership. We shed new light this issue by introducing approach of Implicit Leadership Theories (ILTs) to field administration. This socio-cognitive suggests that people’s everyday, rather than scholarly, theories about characteristics leaders provide important explanations they respond situations. investigate whether people hold Public (IPLTs) and explore these images contrast with generic ILTs. extract taxonomies from data gathered a survey experiment Germany (N = 1,072). Results show IPLTs have overlaps ILTs but are unique terms rule abidance innovation-orientation. In contrast, charismatic aspects only figure The structure ILTs, both public, surprisingly stable across subsamples non-public employees. discuss findings may assist management scholars development explicit derive research agenda based approach.

Language: Английский

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Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Sustainability, Journal Year: 2021, Volume and Issue: 13(24), P. 13676 - 13676

Published: Dec. 10, 2021

Situational leadership theory and the contingency approach of were utilized applied based on situational theory. Based a total four foundational theories, that is, bottom-up spillover theory, theories prosocial behavior, so on, this study empirically analyzed what influence chief executive officer’s (CEO’s) sustainable styles (servant, ethical, authentic leadership) have psychological well-being organizational citizenship behaviors organization members. The was conducted adult employees midsized or larger companies (including subsidiaries) across countries: South Korea, United Kingdom, States, Africa. Data obtained from 649 employees. SmartPLS used to conduct structural equation modeling analysis data. results as follows: (1) CEOs’ servant had statistically significant positive (+) effects employees’ well-being; however, ethical did not. (2) effect behavior; (3) Employees’ behavior. CEOs are attracting more attention than ever, leading in today’s rapidly changing times. This suggests it is necessary comprehend principles show when, where, how important leaders can increase their chances success. Moreover, derived constructive implications leader overcome challenges through styles.

Language: Английский

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How and when top manager authentic leadership influences team voice: A moderated mediation model

Journal of Business Research, Journal Year: 2022, Volume and Issue: 145, P. 144 - 155

Published: March 7, 2022

Language: Английский

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Authentic leadership: boosting organisational learning capability and innovation success

The Learning Organization, Journal Year: 2022, Volume and Issue: 30(1), P. 23 - 36

Published: April 14, 2022

Purpose Despite the growing interest in study of authentic leadership, there is little empirical evidence consequences this type leadership for companies. On other hand, mediating variables that may explain these results have not been explored depth either. Although academic literature suggests, from a theoretical point view, leaders could favour innovation, has studied an perspective. This aims to try cover gaps. Design/methodology/approach The main goal analyse effect organisational learning capability relationship between and innovation success. Considering sample frame 263 Spanish companies, tested proposed hypotheses through structural equations. Findings provide positive promote capability. In addition, confirms on Finally, mediates Originality/value To best authors’ knowledge, first attempt empirically effects

Language: Английский

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