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Observation is the throughline and synthesizing catalyst of the leadership learning framework (LLF). Observation serves as both a stimulus and clarifier through which all other LLF elements come together. This article explores the literature on both intentional and unintentional observational learning and how learners are socialized. Leadership educators should consider how observation of leadership influences students' perception of leading before arriving in the learning space and how they can intentionally imbed observational learning within curricular and extracurricular experiences with special attention given to access and representation., (© 2024 Wiley Periodicals, LLC.)

Many researchers and intellectuals focused on the topic of organizational citizenship behavior for the environment (OCBE); however, employees' pro-environmental behaviors, such as eco-helping, eco-civic engagement, and eco-initiatives, are often being ignored. Also, the investigation of the stimulating factors behind these behaviors remains weak. Hence, this research aims to explore the role of environmental transformational leadership (ELT) in these three types of organizational citizen behaviors for the environment (OCBE) considering the indirect effects of psychological empowerment and leader-member exchange (LMX). We examined the effects of meditation by using four steps for mediation analysis and the Sobel test. Chi-square (χ 2 ) tests for observing the difference were also applied. The results from a survey of 500 employees from the manufacturing industry in China provide that environmental transformational leadership contributes indirectly and directly to promoting environmental behavior within organizations due to the inspirational nature of transformational leaders. Furthermore, the intentions of employees for organizational environmental behavior stimulate on account of a high sense of leader-member exchange and psychological empowerment. Based on these findings, the study suggests that leadership in organizations should facilitate their employees with psychological empowerment and sharing of information and initiative regarding the environment for boosting OCBE. It is also recommended that at the time of recruitment and selection of employees, they should be given orientations regarding environmental protection and resource conservation. Moreover, organizations should promote the transformational style of leadership to achieve environment-related goals., (© 2022. The Author(s), under exclusive licence to Springer-Verlag GmbH Germany, part of Springer Nature.)

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. [ABSTRACT FROM AUTHOR]

This study aimed to operationalize strategic leadership (SL) constructs, assess strategic leaders' alignment, and prioritize their significance in influencing strategic management practices. Building on SL theories, themes, and metrics within strategic management, the paper integrates diverse scholarly perspectives, addressing gaps in SL operationalization, measurement, and construct development. A semi-systematic and integrative literature review was complemented by empirical research conducted with 13 banks in Zimbabwe, representing at least 80% of the country's banking sector market share. Purposive sampling yielded a 76% response rate from 380 strategic leaders, and the data was analyzed using descriptive statistics. Six key SL constructs were identified for operationalization: determining strategic direction, leveraging core competencies, developing human and social capital, sustaining an effective corporate culture, emphasizing ethical practices, and establishing strategic controls, with determining strategic direction ranking highest in influencing strategic outcomes. The study highlights the need for a unified SL measurement tool, emphasizing the integration of SL constructs to enhance strategic management practices and improve leadership effectiveness in the banking sector. It offers a holistic, multi-theoretical measurement framework for SL, adaptable across contexts, and provides practical insights for evaluating SL's role in driving organizational outcomes. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to explore how shadowing has been applied as a method for principal development in China, in terms of its aims, the procedure and the transfer of learning. Four shadowing programmes countrywide were selected. The information on the experience of the participants, providers and mentors from high-performing site schools was obtained using semi-structured interviews. A total of 16 programme participants, 4 providers and 4 mentors from high-performing site schools were involved. This study presents a comprehensive picture of the use of shadowing as a method for principal development in China by exploring individuals who were directly involved in the shadowing programmes, and by bridging leadership learning to leadership practice stressing on transfer of learning upon completion of the programmes. The research found that learning by shadowing transferred into some positive changes in participants, at both cognitive and practical levels, when they shadow in high-performing schools. However, orientations for learning and relationships during learning were weakly established in most of the programmes, which could hardly support participants to internalise and contextualise their learning into practice for strategic or systematic changes. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to explore the relationship between owner-manager or leader's ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility. Design/methodology/approach: This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India's information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses. Findings: The findings suggest that the knowledge-intensive SME's strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader's ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes. Originality/value: Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader's philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs. [ABSTRACT FROM AUTHOR]

This article brings together mindfulness and habitus theory in relation to developing wise leaders. In particular, we present new insights about the intersection of time, subjective and intersubjective experience, and mindfulness that are relevant to developing embodied wisdom in leaders. We show that temporal competence is essential for shaping habitus and developing embodied wisdom. Further, and to extend theoretical understandings of mindfulness in leadership, we argue that temporal capabilities developed through mindfulness can foster embodied wisdom by creating a specific 'wisdom habitus' that includes values and ethics. The system of dispositions that comprise one's habitus is, however, largely unconscious and implicit and we discuss how mindfulness renders habitus, including ethical conation accessible to development for the bodily ability to act wisely. This article then establishes a framework that leadership development programs in business schools can adopt for understanding habitus and mindfulness to enable embodied wisdom to develop in leaders. Finally, we show that a mindfulness perspective offers valuable contributions to research on leadership. [ABSTRACT FROM AUTHOR]

The potential significance of mindfulness for social relations at work has been recognized in the recent management literature, yet a thorough investigation has been lacking into how mindfulness may help leaders tap into their other-orientation. In this study, we examine whether and how mindfulness training contributes to the development of leaders' social awareness by studying the experiences of 62 leaders who participated in an 8-week-long mindfulness training program. Our study contributes to the literature on management learning and mindfulness in leadership in three ways. First, it identifies how the leaders who participated in mindfulness training see themselves developing toward becoming more socially aware in situations involving followers across the three interlinked domains of human functioning—the cognitive, affective, and behavioral—clarifying mindfulness as an interpersonal phenomenon. Second, it highlights mindfulness as a value-based developmental practice instead of merely a personal stress reduction and attention-enhancement technique. Third, it proposes mindfulness training as a viable approach to enhance leaders' social awareness through a combination of a formal program and continuous self-development, departing from the views of mindfulness as a "quick fix." It also provides a conceptual framework that illustrates the pathway with the potential to build social leadership capacity. [ABSTRACT FROM AUTHOR]

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Given the importance of wisdom in leadership and the crucial role that wise leaders play within organizations, this study aimed at developing a psychometrically valid scale measuring wise leadership. Data were collected from three independent samples from France and Morocco (N=626). Exploratory factor analysis, first- and second-order confirmatory factor analyses, and structural equation modeling established the convergent and discriminant validities of the new wise leadership scale. Review of the extant literature, expert judgment technique and quantitative analyses across four studies yielded a 16-item scale designed to measure wise leadership (Wise Leadership Questionnaire [WLQ]). The driving forces of this pattern of leaders' values, cognitions and behaviors are intellectual shrewdness, spurring action, moral conduct, and virtuous humility. This new wise leadership measure will be valuable for researchers and practitioners in understanding the pattern of wise leaders. [ABSTRACT FROM AUTHOR]

Copyright of Psychology, Society & Education is the property of Psychology, Society & Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Leader wisdom is crucial to effective organizations because it is one of the greatest human capacities. However, understanding what factors impact leader wisdom is still developing. In this paper, we rely on a fear‐based view of wisdom and empirically examine through a quantitative study of 249 leaders if one of the primary regulators of human behavior (fear) is positively related to wisdom. We are specifically focused on the role of fear of failure and wisdom. Additionally, because we recognize that fear has a negative connotation and has a tipping point regarding leader effectiveness, we propose that psychological empowerment serves as a coping mechanism for fear and mediates the relationship between fear of failure and wisdom. Through structural equation modeling (SEM), we demonstrate that fear of failure does positively impact leader wisdom and that this relationship is mediated by psychological empowerment. This study contributes to the literature by advancing the fear‐based view of wisdom which unites two of the most powerful concepts in human history: fear and wisdom. Although wisdom has a resurgence of interest in business literature, fear is not given much attention. By theoretically and empirically linking fear of failure with wisdom, we shed light on how fear is an important motivating mechanism. The study also contributes to practice by suggesting leaders should fear failure and avoid minimizing fears to be wise. [ABSTRACT FROM AUTHOR]

Across three studies, we integrate relational leadership theory with affective events theory to examine the leader perspective in dyadic relationships and how this perspective influences differential leader behaviors directed toward each subordinate in terms of safety enforcement. First, in two field studies with different high-risk contexts, we delineate a curvilinear relationship between supervisor-rated leader–member exchange (SLMX) and safety enforcement. In our second field study we also examine the moderating role of leaders' safety commitment as well as the linkage between safety enforcement and accidents. Finally, in a fully randomized experiment, we explore three relational dynamics as mechanisms of the effect of SLMX on safety enforcement—trust, consideration, and liking. Through these efforts, we offer rare direct tests of the theoretical assertion that leader–member exchange includes differential treatment based on affective relationship cues within a leader-and-subordinate relationship. Our two field studies reveal that leaders are likely to monitor safety most closely for low- and high-SLMX subordinates, but mid-SLMX subordinates are most likely to be overlooked. This U-shaped relationship emerges only for less committed leaders, and safety enforcement translates these effects to actual accidents. Our experimental study reveals a similar U shape between liking and enforcement, but a positive relationship emerges between distrust and enforcement, as well as between consideration on enforcement. These results shed insight into theoretical and practical implications for how leaders can foster a safer workplace for all. [ABSTRACT FROM AUTHOR]

Purpose: The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal. Design/methodology/approach: The study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted. Findings: Findings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment. Originality/value: The paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments. [ABSTRACT FROM AUTHOR]

This article is based on research investigating collective memory in the enactment of leadership identities. The context is derived from a study of Māori leadership and decision-making. The methodology is qualitative and underpinned by Kaupapa Māori research. Methods include pūrākau – Māori epistemology in the form of storytelling. Data is sourced from digital archives in the form of documentaries capturing a rich array of Māori leadership in ritual, ceremonies and interviews with leaders in multiple settings. The process of wānanga (collaborative interactive learning) was required for translation of material from Te Reo Māori into English. As a central feature of a Māori collective memory paradigm, words act as a key, unlocking insight and deeper levels of understanding inherent in Māori epistemology, mātauranga Māori (Māori knowledge) and ontology. We employ whakapapa, a framework for understanding cultural identity and layering of relationships to inform analysis by offering a new concept to the literature; pūmahara, a generative collective memory code. This highlights continuity in the enactment of Māori leadership identities and values which signal social affiliation, self-affirmation and belonging. In terms of contributions, first, the study confirms that as repositories for social and collective memory, digital archives offer a potent opportunity to investigate collective memory in the enactment of leadership identities. Second, a new way of analysing the data through culturally derived methods including wānanga, pūrākau and whakapapa is offered. Third, a distinctive contribution to leadership identity research via a conceptual model highlighting interactions between cognitive, affective, relational, material and cultural values is detailed. Finally, we conclude by offering further avenues of research aimed to advance leadership identity research. In summary, this article offers a distinctive contribution to leadership identity research drawing on collective memory theory. [ABSTRACT FROM AUTHOR]

Purpose: This exploratory case study investigated the factors impacting employee morale and burnout risk among allied health professionals operating within a large Australian public hospital. The study aimed to understand what factors may positively influence group morale and reduce burnout risk. Design/methodology/approach: Qualitative data was collected using semi-structured interviews and focus groups with 30 Allied Health Managers. A manual thematic analysis and confirmatory content analysis (viz., Leximancer) identified several prominent themes impacting morale and potential burnout risk. Findings: Key factors impacting allied health morale and contributing to burnout risk were captured in three main themes. The first included processes and relationships between people that were contributing to the culture negatively. The second identified the general lack of management training and limited capability of supervisors and leaders in human resource skills. The third theme identified change, high workloads and ineffective systems that were not supporting managers to be effective in their roles. This was also considered to be stifling internal innovation. Research limitations/implications: This case study took a top-down approach which may have provided a biased viewpoint from the managers perspective, rather than the perspective of all levels. The findings are within one context, hence there is a potential lack of generalisability. A final limitation is that this project collected and interpreted data through processes of social interaction and relied on the individual perception, skill and knowledge of the researchers, which may cause some uncertainty in the findings. Practical implications: These findings support prioritising the evidence-based development of leadership and management competencies that have a focus on human resource management in hospitals. The study findings support the adoption of the theoretical framework of a systems approach to leadership that encourages the concept of being a learning organisation that creates pod-synergy within teams to enhance healthy personal, organisational and clinical outcomes. Adopting an empathetic leadership style that seeks to understand and support staff could improve staff morale within public health organisations and prevent burnout risk. Training managers with the skills and abilities to support autonomy amongst employees will support employee motivation and satisfaction in the workplace. Social implications: The findings were discussed using a socio technical system thinking perspective. This involves understanding the people (both leaders and front-line workers) and the systems and how they interact to support positive workplace morale. Originality/value: Limited research has empirically explored from a socio-technical systems perspective how the systems and structures in healthcare organisations support allied health managers and employees in their role. Furthermore, the results provide new insights that encourage a more empathetic systems approach to leadership, one that supports social relationships and encourages pod-synergy amongst employees. Together these findings delivered strategies that can buffer against low morale and burnout risk among allied health care workers. This is an area that arguably has not yet been adequately addressed in allied health. [ABSTRACT FROM AUTHOR]

Objective: Major system change can be stressful for staff involved and can result in 'subtractive change' – that is, when a part of the work environment is removed or ceases to exist. Little is known about the response to loss of activity resulting from such changes. Our aim was to understand perceptions of loss in response to centralization of cancer services in England, where 12 sites offering specialist surgery were reduced to four, and to understand the impact of leadership and management on enabling or hampering coping strategies associated with that loss. Methods: We analysed 115 interviews with clinical, nursing and managerial staff from oesophago-gastric, prostate/bladder and renal cancer services in London and West Essex. In addition, we used 134 hours of observational data and analysis from over 100 documents to contextualize and to interpret the interview data. We performed a thematic analysis drawing on stress-coping theory and organizational change. Results: Staff perceived that, during centralization, sites were devalued as the sites lost surgical activity, skills and experienced teams. Staff members believed that there were long-term implications for this loss, such as in retaining high-calibre staff, attracting trainees and maintaining autonomy. Emotional repercussions for staff included perceived loss of status and motivation. To mitigate these losses, leaders in the centralization process put in place some instrumental measures, such as joint contracting, surgical skill development opportunities and trainee rotation. However, these measures were undermined by patchy implementation and negative impacts on some individuals (e.g. increased workload or travel time). Relatively little emotional support was perceived to be offered. Leaders sometimes characterized adverse emotional reactions to the centralization as resistance, to be overcome through persuasion and appeals to the success of the new system. Conclusions: Large-scale reorganizations are likely to provoke a high degree of emotion and perceptions of loss. Resources to foster coping and resilience should be made available to all organizations within the system as they go through major change. [ABSTRACT FROM AUTHOR]

Copyright of Unternehmung: Swiss Journal of Business Research & Practice is the property of Nomos Verlagsgesellschaft mbH & Co. KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Leaders are faced with ethical and moral dilemmas daily, like those within the military who must span from large-scale combat operations to security cooperation and deterrence. For businesses, these dilemmas can include social and environmental impact such as those in mining; and for governments, the social and economic impact of their decision-making in their response to COVID-19. The move by Western defence forces to align their foundational principles, policies, and "soldier" dispositions with the changing values of the countries they serve are starkly illustrative of challenges faced by all leaders. While admirable, such changes face the apparent contradiction of enhancing individual moral agency within a hierarchical organization that maintain enforceable codes of conduct. Ethical leadership theory provides aspirational goals, but lacks empirically based guidance on how to implement policies that facilitate values-based behavior. Using a discourse theory analysis of a moral dilemma vignette with Royal Australian Air Force personnel, this research identifies important aspects of agency and subject position that must be addressed if such policies are to succeed. These findings show that the potential contradiction can be addressed by acknowledging the contrasting tendency to bureaucratic process by leaders at upper levels, while lower-level leaders address moral issues by incorporating their subjectivity and making a conscious deontological choice between humanity and comrade loyalty. [ABSTRACT FROM AUTHOR]

Despite the challenges facing small economies, leadership research has given scant attention to leaders' behaviour in those countries during crises. Using seemingly paradoxical domains of paternalistic leadership theory: authoritarian, benevolent and moral leader behaviour, together with concepts like populism from the political science domain, we analyse how Sri Lanka's 'strongman' President provided a façade of paternalistic leadership during the first phase of the COVID-19 pandemic. Through analysis of written and verbal content (public speeches, independent reports and government media output), we show how the power exercised through authoritarian, as opposed to authoritative behaviour, together with espoused morality and benevolence, appears to have been effective in the short term in containing the pandemic. However, sustained success in dealing with the crisis is hampered by the contradictions between this paternalistic façade and the dark realities of authoritarian and populist leadership. Accordingly, we offer theoretical insights into how the darker elements of paternalistic leadership can be better understood and averted. [ABSTRACT FROM AUTHOR]

Copyright of Revista Cultura Económica is the property of Pontificia Universidad Catolica Argentina and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This paper aims to examine the factors of financial sustainability of project management when they face complexities using the complexity theory. This research argues that to manage project complexities, the employees' performance readiness, situational leadership style and trust in leaders increase financial sustainability. Design/methodology/approach: The study used a quantitative approach using a questionnaire survey with the Project Management Institute members in Indonesia. From the total population of 190 project managers, 91 questionnaires were valid and used for analysis. PLS-SEM is the statistical tool used to test the eight hypotheses formulated in this research. The survey was designed to analyze the factors influencing financial sustainability and how these variables are related to each other to overcome project complexity issues and deliver financial sustainability. Findings: The research recommends that to overcome project complexities, the readiness of the employees to perform is important. These variables, which are supported by trust in the leader and situational leadership, have positively significant effects on financial sustainability. The findings strengthen the initial arguments of this research and confirm the existing studies. Research limitations/implications: This research, however, comes with several limitations. First, the situational leadership was chosen in this research because of the short project duration that requires the leader to be acting accordingly based on the employee's abilities. The short project duration made it impossible for the leader to build any relationships with the team members. Therefore, this research might not be appropriate to explain the organizational long-term strategies. Thus, it is suggested that the future research should address this. Second, with the very limited studies regarding the performance readiness and maturity, where in this research are used interchangeably, there should be further research to explain both variables independently as it holds an important role in project management and to overcome project complexities. Hence, this research adds the various studies found on the project complexities and how performance readiness, trust in leaders and situational leadership interact to increase financial sustainability in projects. Originality/value: This study contributes to the limited research on the financial sustainability of project management in developing countries. Moreover, the research on project complexities has not been related to financial sustainability and, therefore, promotes a high novelty. The findings of this study also provide substantial empirical evidence for future work in the project management area. [ABSTRACT FROM AUTHOR]

The article proposes to highlight the link between leadership and emotions starting from the Ignatian lesson and Nussbaum’s lesson. The leadership of discernment, characterised by Saint Ignatius’ pedagogy, is proposed in its formative practices and in the possibility of coexisting in the practices of working and professional life. Relational leadership, suggested by the reading of capabilities and the factors that regulate emotions, also becomes an engine of social and work transformation. The training practices that have the Humanistic Approach as a method find in the proposed Lessons a solid tool to deal with a liquid theme. [ABSTRACT FROM AUTHOR]

We live in a dynamic and ever-changing world. It continues to be disrupted in multifaceted ways, facing multiple challenges. As organizations step up learning how to distribute budgets and reinforce the commitment to meet continuously changing business needs, there is also an increased emphasis on strengthening the learning skills inside universities, as the parallel between private sector and teaching universities is growing at a fast pace. The COVID-19 health crisis has gone as far as shutting down countries, putting people in vulnerable positions. In this crisis, a leader, even if we speak from a private organizational level or an academic teaching institution, must stay focused on his purpose as it is not negotiable. The research from this article gathers information from the literature review and from the author's experience in the private and academic sector as well. The purpose of the article is to increase awareness on the needed leadership skills in this changing times and to emphasize the strong bound that needs to be created between organizations and leadership skills inside universities, for students, as they are the next managers and for universities' managers as they need to align to the business environment in order to offer a better structure for the next generations. As talent mobility and upskilling are currently the main focus of organizations, with this paper we are looking at several aspects on how to build the most suitable profile for the next generation of leaders. Our paper is built more on qualitative research, where we explore in depth the attributes of leadership with the aim to highlight the best frame possible for business, in this changing time, when we are expecting to approve the work from home system at a greater level and we believe that online and remote meetings are likely to become the norm, as organizational and education sector has undergone a set of major changes. [ABSTRACT FROM AUTHOR]

Conventional approaches to teaching leadership in business schools have over relied on transformational models that stress the role of charismatic individuals, usually white men, in setting compelling visions to which all organizational actors are expected to subscribe. Such approaches pay insufficient attention to the dynamics of power, the influence of context, and the significance of follower dissent and resistance. This article examines the pedagogical potential of critical leadership studies: an emergent, alternative paradigm questioning deep seated assumptions that power and agency should be vested in the hands of a few leaders and exploring the dysfunctional consequences of such power dynamics for individuals, organizations, and societies. It also recognizes that follower compliance and conformity, as well as resistance and dissent, are important features of leadership dynamics. Informed by our own experience of trying to teach leadership more critically, this essay highlights a number of guiding principles that we have used in the classroom to encourage a more questioning approach from our students in their study of leadership. [ABSTRACT FROM AUTHOR]

We explore the process through which people in organizations, especially those in leadership positions, in circumstances marked by ambiguity, surprise, and conflicting values, come to, or arrive at, judgment. Briefly reviewing the (somewhat limited) literature on judgment in management studies, we conclude that its mainly rationalist orientation prevents us (scholars and practitioners alike) from properly grasping important features of the hermeneutical-developmental process involved in coming to a judgment. In particular, the role of emotions, moral agency, language use, and, especially, the selective and integrative nature of perceptual processes, are far too easily ignored. We make the case for a particular notion of judgment understood as Aristotelian "phronesis" (practical wisdom). Phronetic leaders, we argue, are people who, in their search for a way out of their difficulties, have developed a refined capacity to intuitively grasp salient features of ambiguous situations and to constitute a "landscape" of possible paths of response, while driven by the pursuit of the notion of the common good. We seek to shed light on how this is accomplished, by drawing on neo-Aristotelian, phenomenological, and Wittgensteinian philosophy. [ABSTRACT FROM AUTHOR]

Globally 15% of employees are engaged in their job, two-thirds are not engaged, and 18% are actively disengaged. Employee disengagement costs employers from $450 billion to $550 billion every year. The fundamental reason behind employees' disengagement is ineffective leader's behaviors. Organizations in Pakistan have been facing the issues of employee disengagement, leading to the high cost of disengagement and business failures. The purpose of this research is to explore the factors involved in the leader's behavior that can engage employees of a large-scale enterprise. 25 business leaders (CEOs, MDs and COOs) were selected from Karachi and were interviewed semi-structurally through purposive sampling. Based on the grounded theory, the data was analyzed qualitatively. This study identified several behavioral constructs such as Character, Competence, Passion, Purpose, Wisdom, Engagement, and Effectiveness ensuring a leader's effectiveness in cultures with high power distance. The results of this study suggest that employees can be engaged using effective leadership behaviors which can lead to outstanding performance and increased growth of an organization. Future studies can consider a more heterogeneous sample of CEOs across Pakistan to increase generalizability. Besides, a more diversified sample across Asia with the countries sharing specific characteristics such as high power distance and religiosity can also be taken into account for future research. [ABSTRACT FROM AUTHOR]

Studies on the Leaders Member Exchange (LMX) have focused more on subordinates' perspective, even though a leader's perspective is equally important in creating a positive LMX. Leaders' personalities, leaders' wisdom, and leaders' emotion management are things every leader must know and have to build a positive LMX and achieve their leadership goals. [ABSTRACT FROM AUTHOR]

Purpose: Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years. Design/methodology/approach: A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018. Findings: The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them. Research limitations/implications: Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf's alpha coefficient value >0.80. Originality/value: To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship. [ABSTRACT FROM AUTHOR]

Objectives This study aimed to elucidate the potential moderating effect of fair-, empowering-, and supportiveleadership behaviors on the relationship between job predictability, future employability, and subsequent clinically relevant mental distress. Method The study had a full panel, prospective design, utilizing online, self-administered questionnaire data collected at two time points, two years apart. Fair-, empowering-, and supportive-leadership behaviors, job predictability and future employability were measured by the General Nordic Questionnaire for Psychological and Social Factors at Work (QPSNordic). Mental health was measured using the 10-item Hopkins Symptom Checklist (HSCL-10), with cut-off set to >1.85 to identify clinically relevant cases. As data were nested within work units, a multilevel analytic approach was chosen. Results Individual-level direct effects: (i) higher levels of job predictability [odds ratio (OR) 0.83, 95% confidence interval (CI) 0.70-0.98], (ii) future employability (OR 0.83, 95% CI 0.74-0.93), (iii) fair- (OR 0.78, 95% CI 0.68-0.91), empowering- (OR 0.77, 95% CI 0.67-0.87), and supportive- (OR 0.71, 95% CI 0.61-0.81) leadership behavior, and (iv) the combination "quality of leadership" (OR 0.69, 95% CI 0.59-0.81) were significantly associated with a lower risk of reporting subsequent mental distress. Work-unit level direct effects: higher work-unit levels of fair- (OR 0.52, 95% CI 0.34-0.80) and empowering- (OR 0.61, 95% CI 0.40-0.94) leadership behaviors and quality of leadership (OR 0.54, 95% CI 0.34-0.87) were significantly associated with a lowered risk of subsequent mental distress. Cross-level interactions: No cross-level interaction effects were shown. Conclusions Leadership behaviors did not moderate the effects of job predictability and future employability on mental health. However, employees embedded within work-units characterized by fair, empowering and supportive leadership behaviors had a lower risk of subsequent mental distress. [ABSTRACT FROM AUTHOR]

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations. [ABSTRACT FROM AUTHOR]

Purpose: The present study aimed to clarify the prospective effects of various types and frequencies of organizational changes on aspects in the psychosocial work environment. Methods: The study had a prospective, full-panel, repeated measures design. Data were collected by self-administered, online questionnaires, with a 2-year interval between measurement occasions. Five types of organizational change were assessed – company restructuring, downsizing, layoffs, partial closure, and partial outsourcing. The effects of change on eleven, specific work factors were measured utilizing QPS Nordic. At baseline, 12652 employees participated, while 8965 responded at follow-up. Generalized estimating equations were utilized to estimate the effects of change taking place within the last 12 months or more than 24 months prior. Results: Cross-sectional analyses, i.e., changes occurring within the last 12 months, showed all 11 work factors to be statistically significantly associated with the organizational changes restructuring, downsizing, and partial closure (coefficients ranging −0.28 to 0.04). In the prospective analyses, i.e., the effects of change taking place more than 24 months prior, associations were no longer significant for a number of work factors, although all types of organizational change remained significantly associated with at least three work factors (coefficients ranging −0.14 to 0.05). Following repeated organizational changes, statistically significant associations were shown for all 11 work factors (coefficients ranging from 0.39 to −0.04). Conclusion: Following both separate and repeated organizational change, various psychological and social work factors were altered, with the most pronounced effects following repeated change. These results suggest the implementing organizational change, especially repeated change, may have an adverse effect on various parts of the psychosocial work environment. The negative effects of a company's psychosocial working conditions may contribute to the adverse health effects often observed following such changes and help explain why many change initiatives fail to reach its intended results. [ABSTRACT FROM AUTHOR]

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader–employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications. [ABSTRACT FROM AUTHOR]

The word 'Phronesis' is from Greek, which describes a kind of practical wisdom. As innovation is regarded as a panacea for organizational development, this research explores the practical wisdom to improve corporate innovation performance. Our research is based on Nonaka's explanation of wise (phronetic) leadership and uses empirical methods to verify the correlation of wise leadership and innovation performance. 144 valid samples have been applied for analyzing. The research results illustrate that wise leadership has positive effects on organizational innovation performance. Moreover, Knowledge management (KM) capability has been evidenced in this research having part mediating effect between wise leadership and innovation performance. This study also summarizes limitations and points out the direction for future research. [ABSTRACT FROM AUTHOR]

This paper re‐examines intellectual leadership in Higher Education by asking the following questions: What is intellectual leadership? Does intellectual leadership imply a position of formal authority and power? What patterns can be observed in the career paths of intellectual leaders? Does cumulative advantage in science automatically pave the way for intellectual leadership? What hinders women and minority scholars from taking on intellectual leadership in their epistemic communities? Drawing on discussions in the literature of the previous decade, the inquiry aims to re‐energise dialogue that is essential for resistance to anti‐intellectualism and proletarianisation in academe. [ABSTRACT FROM AUTHOR]

While shadowing as a method has been analysed and discussed, these discussions have often been focused on (business) management research as opposed to school leadership research. Additionally, little attention has so far been paid to the parameters of shadowing. Without knowledge of these matters, the validity, merits and difficulties of shadowing and data collected through shadowing are impossible to assess. This contribution aims at tackling these issues. First, it attempts to offer an overview of shadowing. Next, studies on school principals making use of shadowing are analysed, guided by the following research questions: What are the aims of the studies? How is shadowing defined by the author(s)? What are the parameters of the shadowing activities (duration, observers, observed persons)? What are the categories of observation? In conjunction with what other – if any – methods is shadowing used? What – if any – merits or pitfalls of shadowing are discussed? Finally, implications of the current use of shadowing are discussed and suggestions are offered to address desiderata uncovered during the analysis as well as to further develop the method. [ABSTRACT FROM AUTHOR]

The word 'Phronesis' is from Greek, which describes a kind of practical wisdom. As innovation is regarded as a panacea for organizational development, this research explores the practical wisdom to improve corporate innovation performance. Our research is based on Nonaka's explanation of wise (phronetic) leadership and uses empirical methods to verify the correlation of wise leadership and innovation performance. 144 valid samples have been applied for analyzing. The research results illustrate that wise leadership has positive effects on organizational innovation performance. Moreover, Knowledge management (KM) capability has been evidenced in this research having part mediating effect between wise leadership and innovation performance. This study also summarizes limitations and points out the direction for future research. [ABSTRACT FROM AUTHOR]

The ancient virtue of practical wisdom has lately been enjoying a remarkable renaissance in management literature. The purpose of this article is to add clarity and bring synergy to the interdisciplinary debate. In a review of the wide-ranging field of the existing literature from a philosophical, theological, psychological, and managerial perspective, we show that, although different in terms of approach, methodologies, and justification, the distinct traditions of research on practical wisdom can indeed complement one another. We suggest a conciliatory conception of the various features of practical wisdom in management. This we take as a point of departure for a discussion of the significant implications of the subject for the theory and practice of management and for the direction of further research in the field. [ABSTRACT FROM AUTHOR]

The primary aim of this article is to offer an indigenous perspective of relational leadership as a way-of-being and doing leadership. It is based on a longitudinal qualitative investigation of Māori leaders and practitioners in the screen industry. The findings revealed three distinct themes; embodying relational leadership, enacting relational leadership and macrocontextual influences in relational leadership. This study affirmed the ways in which culture and worldviews shaped the identity of Māori leaders, confirming that relational leadership is a process of social construction, which emerges from the dynamic interaction between ontology (ways of being) and praxis (ways of doing). This contribution charts new territory in leadership theory contributing new ways of understanding relational leadership from an indigenous Māori perspective. It highlights the importance of holistic theorisations of leadership that examine culture, identity and the macro-contextual dimensions that influence leadership. [ABSTRACT FROM AUTHOR]

Our research takes as its starting point that society faces complex social, environmental and economic problems and that supra-organisational, cross-sector collaborations will increasingly be the vehicles for addressing those problems. The increased use of such supra-organisational collaborations requires collaboration practitioners who design and facilitate projects. However, cross-sector collaborations present new challenges for HRM. This exploratory study collected data from 15 interviews to create new understandings of work of cross-sector collaboration practitioners. An interpretive analysis of the practitioners' perspectives reveals that aspects of voice are considered essential for the success of cross-sector collaborations, and that voice is improvementoriented in these contexts. Voice creates an understanding of the different perspectives among cross-sector collaborators and establishes trust. Voice forms a platform from which the differing objectives of the collaborators can be met, it engages multiple parties from very different organisations and professions, and it maximises the potential of the collaboration. Membership and representativeness of governance groups are closely linked to voice and its benefits in cross-sector collaborations. Our findings emphasise the importance of collaborators understanding each other's motivations and ways of thinking, and the need to give voice to diverse identities that come together in cross-sector collaborations. [ABSTRACT FROM AUTHOR]

In this study, we investigated and clarified aspects of the multilevel nature of authentic leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL, which is a leader’s direct effect on a follower, and through generalized AL, which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational company. The data showed that the two paths of AL’s influence had distinct relationships with follower responses. We discuss the implications of these results, particularly those concerning how to study the multilevel effects of AL. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study was to explore the experiences and impact of peer-to-peer shadowing as a technique to develop nurse middle managers' clinical leadership practices. Design/methodology/approach: A qualitative descriptive study was conducted to gain insight into the experiences of nurse middle managers using semi-structured interviews. Data were analysed into codes using constant comparison and similar codes were grouped under sub-themes and then into four broader themes. Findings: Peer-to-peer shadowing facilitates collective reflection-in-action and enhances an "investigate stance" while acting. Nurse middle managers begin to curb the caring disposition that unreflectively urges them to act, to answer the call for help in the here and now, focus on ad hoc "doings", and make quick judgements. Seeing a shadowee act produces, via a process of social comparison, a behavioural repertoire of postponing reactions and refraining from judging. Balancing the act of stepping in and doing something or just observing as well as giving or withholding feedback are important practices that are difficult to develop. Originality/value: Peer-to-peer shadowing facilitates curbing the caring disposition, which is essential for clinical leadership development through unlocking a behavioural repertoire that is not easy to reveal because it is, unreflectively, closely knit to the professional background of the nurse managers. Unlike most leadership development programmes, that are quite introspective and detached from context, peer-to-peer shadowing does have the potential to promote collective learning while acting, which is an important process. [ABSTRACT FROM AUTHOR]

As the most-studied form of leadership across disciplines in both Western and Chinese contexts, transformational school leadership has the potential to suit diverse national and cultural contexts. Given the growing evidence showing the positive effects of transformational leadership on various school outcomes as it relates to school environment, teacher and student achievement, we wanted to explore the factors that gave rise to transformational leadership. The purpose of this study was to identify and compare the antecedents fostering transformational leadership in the contexts of both the United States and China. This paper reviews and discusses the empirical studies of the last two decades, concentrating on the variables that are antecedent to transformational leadership mainly in the educational context, but also in public management, business and psychology. Results show that transformational leadership is related to three sets of antecedents, which include: (1) the leader's qualities (e.g., self-efficacy, values, traits, emotional intelligence); (2) organizational features (e.g., organization fairness); and (3) the leader's colleagues' characteristics (e.g., follower's initial developmental level). Some antecedents were common to both contexts, while other antecedents appeared to be national context specific. The implications of the findings for future research and leader preparation in different national contexts are discussed. [ABSTRACT FROM AUTHOR]

Using Social Practice Wisdom (SPW) as a conceptual lens, we shed new light on destructive, selfish leadership and its negative effects. Our study highlights the negative effects on followers of leaders' selfishness, as well as lack of empathy and inauthenticity. Our work also sheds light on new cross-cultural leadership challenges in emerging economies like Indonesia. Analysis reveals deep tensions between Indonesian leaders' tendency to position themselves in self-serving discourses of feudalism and family, and what young, western educated Indonesian professionals now expect of leaders. Selfish leadership discourse and lack of leader wisdom jeopardize Indonesia's economic development. We argue that wise dialogical communication enhances wise leadership. [ABSTRACT FROM AUTHOR]

Wisdom is almost always associated with doing the right thing in the right way under right circumstances in order to achieve the common good. In this paper, however, we propose that wisdom is more associated with deciding between better and worse wrongs; a winless situation we define as tragic. We suggest that addressing the tragic question is something that leaders and managers generally avoid when focusing on business decisions and choices. Yet, raising and confronting the tragic question is important for three main reasons. Firstly, it emphasises that wisdom is about recognising that doing the ethically responsible thing can sometimes lead to acting in ways that violate different ethical norms and values. Secondly, it foregrounds the issue of emotional perception in ethical decision-making. We argue that emotions are salient in directing attention to the tragic question and recognising morally ambiguous situations. Thirdly, the tragic question has important consequences for moral learning, accepting moral culpability for wrongdoing and organisational commitment to righting the wrong. We illustrate our arguments by drawing on three mini-cases: Arjuna's dilemma in the Mahabharata, Gioia's deliberations about his role in the Ford Pinto fires and the production of the abortion pill by French company Roussel-Uclaf. [ABSTRACT FROM AUTHOR]

This article originated in a leadership program for Indigenous1 Australian researchers, where a participant who had worked with traditional midwives in South Sudan reflected on her experiences. While there is increasing interest in how leadership studies can learn from Indigenous leadership experiences, much of this work has focused on men’s experiences or has not paid particular attention to women’s leadership. In this article, we suggest that women’s experience as traditional midwives or ‘wise women’ has been a crucial domain of leadership over millennia. We begin by describing the features of traditional women’s leadership through midwifery before reviewing Indigenous and non-Indigenous leadership theories. Drawing on published and unpublished sources, four principles of midwifery leadership are identified: being a leader who empowers and frees others with ‘no one person wiser than the other’; embodying wisdom and ethical practice which nurtures social, cultural and spiritual needs of women and mentors the next generation by ‘walking together’; being competent and skilled as well as emotionally attuned (‘feeling the job’) to engender trust and calm which is crucial to birth, ‘depending on each other but looking to her to be in charge’ and paying attention and being responsive to emergent change and unfolding present reality rather than being prescriptive, ‘using her knowledge to adjust the situation’. While these emphases are recognisable as part of several ancient wisdom traditions, we suggest that they connect to, and have relevance for, emerging leadership thinking and practice beyond the midwifery or medical context, for men as well as women and for non-Indigenous and Indigenous leadership alike. [ABSTRACT FROM AUTHOR]

A leader is the person who goes first, which has the authority to lead, who is number one in a particular area by excellence or who has the responsibility to do everything possible to get tasks safely to completion in a company. The manager's role is essential in human activity particularly in the contemporary economic environment, especially when the organization acts in the international economic environment, particularly running through competitive economic activity in the global market. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to describe, examine and discuss scholarly literature on reflective leadership, a topic gaining momentum as a result of globalization. Despite the growing popularity of reflective leadership techniques, current and aspiring leaders are struggling to find ways in which to effectively practice reflection as a consequence of a lack of tangible available guidance. Design/methodology/approach – Scholarly literature on reflective leadership was examined and presented in this paper. Discussion on the potential efficacy of reflective leadership is also included as the available literature on the topic is scarce in comparison to other more established leadership techniques. Findings – Reflective leadership has been shown to improve organizational performance. The advent of globalization further intensifies the need for an effective approach leaders may deploy when assessing the long-term consequences of their actions and decisions. Therefore, methods to extend the theory and effective practice of reflective leadership are necessary to enable the future development of leaders. Practical implications – This paper provides leaders with strategies for improving their leadership effectiveness. Practical techniques for utilizing reflective leadership are offered. Originality/value – This paper describes the challenges faced by leaders when adopting reflective leadership as a way to improve organizational performance. A universal framework is presented for the effective practice of reflective leadership. This framework provides a basis for future research to test the efficacy of the model. [ABSTRACT FROM AUTHOR]