Pub Date : 2018-03-05DOI: 10.1108/DLO-01-2017-0001
Paul Lyons, Randall P. Bandura
Purpose The purpose of this paper is to address the intersection of two important areas related to employee development: mindsets and self-regulated learning. These concepts suggest opportunities for managerial influence over employee behavior which may ultimately enhance organizational culture and functioning. Design/methodology/approach The concepts of mindsets and self-regulated learning are connected in such a way as to yield some managerial approaches to generate positive outcomes for organizations. A brief summary of the relevant literature provides a base for the positive organizational outcomes that may be obtained through a manager’s combined understanding of these two concepts. Findings Understanding how the concepts of mindsets and self-regulated learning are related can provide managers with tools to be used in encouraging employees toward a strengthened ability to learn, adapt, and become more valuable to the organization. Originality/value Useful approaches to boosting employees’ inclination to learn, adapt, change, and improve performance are developed from existing academic research.
{"title":"The intersection of mindsets and self-regulated learning","authors":"Paul Lyons, Randall P. Bandura","doi":"10.1108/DLO-01-2017-0001","DOIUrl":"https://doi.org/10.1108/DLO-01-2017-0001","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this paper is to address the intersection of two important areas related to employee development: mindsets and self-regulated learning. These concepts suggest opportunities for managerial influence over employee behavior which may ultimately enhance organizational culture and functioning. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000The concepts of mindsets and self-regulated learning are connected in such a way as to yield some managerial approaches to generate positive outcomes for organizations. A brief summary of the relevant literature provides a base for the positive organizational outcomes that may be obtained through a manager’s combined understanding of these two concepts. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Understanding how the concepts of mindsets and self-regulated learning are related can provide managers with tools to be used in encouraging employees toward a strengthened ability to learn, adapt, and become more valuable to the organization. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Useful approaches to boosting employees’ inclination to learn, adapt, change, and improve performance are developed from existing academic research.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"44 1","pages":"1-4"},"PeriodicalIF":0.0,"publicationDate":"2018-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90403207","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}
Pub Date : 2018-03-05DOI: 10.1108/DLO-04-2017-0041
M. Donnelly, W. Graham
The paper aims to introduce the reciprocal expectations (RE) approach to co-leadership and outlines the complex environments within which public services operate.,A case study of two government departments is undertaken to apply the RE approach within a public services context.,The application of the RE approach to co-leadership resulted in the mending of broken relationships, thereby providing the basis for stable, effective government, and restoring Ministerial confidence in the government departments.,Strong and effective co-leadership can be achieved when attributes of trust, honesty, and clear expectations are facilitated and mutually adopted.,The organizational context of elected and professional leaders in government is complex, unique, and requires special attention. The RE approach is original, and the case studies contribute to the knowledge of co-leadership and the benefits of the RE approach to good governance practice.
{"title":"Co-leadership: public sector case studies using reciprocal expectations","authors":"M. Donnelly, W. Graham","doi":"10.1108/DLO-04-2017-0041","DOIUrl":"https://doi.org/10.1108/DLO-04-2017-0041","url":null,"abstract":"The paper aims to introduce the reciprocal expectations (RE) approach to co-leadership and outlines the complex environments within which public services operate.,A case study of two government departments is undertaken to apply the RE approach within a public services context.,The application of the RE approach to co-leadership resulted in the mending of broken relationships, thereby providing the basis for stable, effective government, and restoring Ministerial confidence in the government departments.,Strong and effective co-leadership can be achieved when attributes of trust, honesty, and clear expectations are facilitated and mutually adopted.,The organizational context of elected and professional leaders in government is complex, unique, and requires special attention. The RE approach is original, and the case studies contribute to the knowledge of co-leadership and the benefits of the RE approach to good governance practice.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"55 1","pages":"13-15"},"PeriodicalIF":0.0,"publicationDate":"2018-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81004315","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}
Pub Date : 2018-02-07DOI: 10.1108/DLO-09-2017-0072
R. Lyman, Tony C. Daloisio
Purpose To become a great agent of change, you need to diagnose impediments and create remedies. However, to implement change successfully, you must take an inside-out and outside-in approach and focus on and align individual behavior, the functions of teams, and the organization as a whole. Design/methodology/approach The paper draws from 10 years of research and work with individuals, teams, and organizations. Findings Accelerating change in an organization requires leaders to define and align those activities that set the organization apart and give it a competitive advantage at the individual, team, and organizational levels. Originality/value As change leaders or L&D/OD professionals, this paper helps you recognize the need to develop your capabilities in five key roles: focus, align, engage, lead, and sustain.
{"title":"Looking to manage change successfully? It is dependent on alignment at every level","authors":"R. Lyman, Tony C. Daloisio","doi":"10.1108/DLO-09-2017-0072","DOIUrl":"https://doi.org/10.1108/DLO-09-2017-0072","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000To become a great agent of change, you need to diagnose impediments and create remedies. However, to implement change successfully, you must take an inside-out and outside-in approach and focus on and align individual behavior, the functions of teams, and the organization as a whole. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000The paper draws from 10 years of research and work with individuals, teams, and organizations. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Accelerating change in an organization requires leaders to define and align those activities that set the organization apart and give it a competitive advantage at the individual, team, and organizational levels. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000As change leaders or L&D/OD professionals, this paper helps you recognize the need to develop your capabilities in five key roles: focus, align, engage, lead, and sustain.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"91 1","pages":"4-7"},"PeriodicalIF":0.0,"publicationDate":"2018-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80520130","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}
Pub Date : 2018-02-07DOI: 10.1108/DLO-04-2017-0040
G. Bufalino
Purpose Business schools, executive training programs, and best-selling books all recognize the importance of leadership, while followership has received limited attention in management training. The purpose of this paper is to present a brief questionnaire, which might be particularly useful for followership development. Design/methodology/approach A brief questionnaire is presented. Findings Part of the answers will establish the view that many of us are followers. This will help recognize that both followership and leadership roles are important for organizational success Originality/value It is a major challenge to bring followership out of the closet and this tool may help to introduce practical followership development programs in organizations
{"title":"We need great “followers”, not just great leaders: a brief questionnaire for followership development","authors":"G. Bufalino","doi":"10.1108/DLO-04-2017-0040","DOIUrl":"https://doi.org/10.1108/DLO-04-2017-0040","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Business schools, executive training programs, and best-selling books all recognize the importance of leadership, while followership has received limited attention in management training. The purpose of this paper is to present a brief questionnaire, which might be particularly useful for followership development. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000A brief questionnaire is presented. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Part of the answers will establish the view that many of us are followers. This will help recognize that both followership and leadership roles are important for organizational success \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000It is a major challenge to bring followership out of the closet and this tool may help to introduce practical followership development programs in organizations","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"3 1","pages":"1-3"},"PeriodicalIF":0.0,"publicationDate":"2018-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88863586","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}
Pub Date : 2018-02-07DOI: 10.1108/DLO-04-2017-0038
S. Maheshwari, Jaya Yadav
Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.
{"title":"Leadership development strategy: the missing links","authors":"S. Maheshwari, Jaya Yadav","doi":"10.1108/DLO-04-2017-0038","DOIUrl":"https://doi.org/10.1108/DLO-04-2017-0038","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000An integrated six-step approach to leadership development has been proposed for scholars and practitioners. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Current studies in the area of leadership development in the Indian context are scarce.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"24 1","pages":"11-14"},"PeriodicalIF":0.0,"publicationDate":"2018-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82724911","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}
Pub Date : 2018-02-07DOI: 10.1108/DLO-04-2017-0039
Eben David November
Purpose The purpose of this paper is to highlight the gap in organizational change literature in general and the large group interactive method (LGIM) literature in particular. Design/methodology/approach By comparing LGIM and training literature studies, the absence of a concept in the former literature parallel to the well-known concept of “transfer of training” is highlighted. The concept of the transfer of change is introduced to address this gap. Findings This paper suggests that the transfer of change is as important to the success of organizational change initiatives as transfer of training is to the success of training programs. Originality/value This paper is the first to introduce the concept of transfer of change to the organizational change and LGIM literature studies. Furthermore, a tentative research agenda regarding transfer of change and LGIMs is presented. Therefore, the paper is a valuable resource for researchers who study organizational change initiatives in general and LGIMs in particular.
{"title":"“Transfer of change” and large group intervention methods (LGIMs): a call for research on a neglected topic in organizational change literature","authors":"Eben David November","doi":"10.1108/DLO-04-2017-0039","DOIUrl":"https://doi.org/10.1108/DLO-04-2017-0039","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this paper is to highlight the gap in organizational change literature in general and the large group interactive method (LGIM) literature in particular. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000By comparing LGIM and training literature studies, the absence of a concept in the former literature parallel to the well-known concept of “transfer of training” is highlighted. The concept of the transfer of change is introduced to address this gap. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000This paper suggests that the transfer of change is as important to the success of organizational change initiatives as transfer of training is to the success of training programs. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This paper is the first to introduce the concept of transfer of change to the organizational change and LGIM literature studies. Furthermore, a tentative research agenda regarding transfer of change and LGIMs is presented. Therefore, the paper is a valuable resource for researchers who study organizational change initiatives in general and LGIMs in particular.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"38 1","pages":"8-10"},"PeriodicalIF":0.0,"publicationDate":"2018-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87249950","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}
Pub Date : 2018-02-07DOI: 10.1108/DLO-02-2017-0006
Benjamin Morgan Swierczek, F. Swierczek
Purpose This study aims to consider the transition that took place between two major telecom multinational companies (MNCs) during an acquisition in an emerging market, Laos. The differences in the orientation of top management, corporate culture and cultural distance led to the ineffective performance of the acquired telecom company. Design/methodology/approach Content analysis is used to identify the key factors in the case. The sources of data are annual reports, past interviews, market reports, and participant observation. Findings The ineffective performance of the acquisition was related to the lack of cultural compatibility of the new top management, a corporate culture that emphasized costs over customer satisfaction and the failure to close the cultural gap between the Middle Eastern cultural values and the Lao values. Research limitations/implications The data are mostly secondary data with some interviews of key managers. The case study would benefit with more extensive primary data, but the company was reluctant to respond. Practical implications The match between the top management leadership style, the complementarity of the new corporate culture with the existing one, and the reduction in the gap in national cultures are all critical in the continuing successful performance of an acquisition. A strategy of localization increasing the competencies of the local managers and professionals and the adaptation of the organization processes and practices to the local context are more effective in achieving positive performance. Social implications The change in corporate cultures from the collaborative/customer satisfaction emphasis of Tigo to a competitive/cost culture of Beeline led to a significant conflict with other telecom providers in Laos. This had performance consequences for Beeline and also the telecom sector. Originality/value This study is a unique demonstration of what happens in an acquisition of a telecom company in an emerging market. It is an interesting interplay of two major telecom companies with similar strategic choices but very different corporate culture orientations.
{"title":"An international telecom acquisition: lost in translation when Ya'alla met Boben Yang","authors":"Benjamin Morgan Swierczek, F. Swierczek","doi":"10.1108/DLO-02-2017-0006","DOIUrl":"https://doi.org/10.1108/DLO-02-2017-0006","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This study aims to consider the transition that took place between two major telecom multinational companies (MNCs) during an acquisition in an emerging market, Laos. The differences in the orientation of top management, corporate culture and cultural distance led to the ineffective performance of the acquired telecom company. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Content analysis is used to identify the key factors in the case. The sources of data are annual reports, past interviews, market reports, and participant observation. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The ineffective performance of the acquisition was related to the lack of cultural compatibility of the new top management, a corporate culture that emphasized costs over customer satisfaction and the failure to close the cultural gap between the Middle Eastern cultural values and the Lao values. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The data are mostly secondary data with some interviews of key managers. The case study would benefit with more extensive primary data, but the company was reluctant to respond. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The match between the top management leadership style, the complementarity of the new corporate culture with the existing one, and the reduction in the gap in national cultures are all critical in the continuing successful performance of an acquisition. A strategy of localization increasing the competencies of the local managers and professionals and the adaptation of the organization processes and practices to the local context are more effective in achieving positive performance. \u0000 \u0000 \u0000 \u0000 \u0000Social implications \u0000 \u0000 \u0000 \u0000 \u0000The change in corporate cultures from the collaborative/customer satisfaction emphasis of Tigo to a competitive/cost culture of Beeline led to a significant conflict with other telecom providers in Laos. This had performance consequences for Beeline and also the telecom sector. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This study is a unique demonstration of what happens in an acquisition of a telecom company in an emerging market. It is an interesting interplay of two major telecom companies with similar strategic choices but very different corporate culture orientations.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"1 1","pages":"15-18"},"PeriodicalIF":0.0,"publicationDate":"2018-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82971018","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}
Pub Date : 2017-12-07DOI: 10.1108/DLO-09-2017-0077
Kelly Dutton
{"title":"Employment or entrepreneurship? Options for graduates in a competitive global market","authors":"Kelly Dutton","doi":"10.1108/DLO-09-2017-0077","DOIUrl":"https://doi.org/10.1108/DLO-09-2017-0077","url":null,"abstract":"","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"59 6","pages":"25-27"},"PeriodicalIF":0.0,"publicationDate":"2017-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/DLO-09-2017-0077","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72402281","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}
Pub Date : 2017-12-07DOI: 10.1108/DLO-07-2017-0068
M. Merzenich
Purpose This paper aims to introduce talent development professionals to the most recent breakthroughs in the science of neuroplasticity and how those breakthroughs directly apply to building better brains and a true learning organization. Brain plasticity is the ability of the brain to change chemically, physically, and functionally based on sensory and other inputs. Design/methodology/approach Viewpoint based on literature review and author’s own neuroscientific research over the past 30 years. Findings Gains can be made on standard measures of processing speed, attention, memory, and executive function and those changes generalize to standard measures of mood and affect the real-world activities. Benefits, seen in experiments over the past few years for peak sports performance, are now being applied in the workplace Practical implications It is hard to think of any job, where a faster and more accurate brain would not help. Originality/value Many learning and development professionals are not yet aware of the health and performance benefits of plasticity-based training. This paper provides summarized evidence of its efficacy for individuals and organizations.
{"title":"Plasticity-based training: building the ultimate learning organization","authors":"M. Merzenich","doi":"10.1108/DLO-07-2017-0068","DOIUrl":"https://doi.org/10.1108/DLO-07-2017-0068","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to introduce talent development professionals to the most recent breakthroughs in the science of neuroplasticity and how those breakthroughs directly apply to building better brains and a true learning organization. Brain plasticity is the ability of the brain to change chemically, physically, and functionally based on sensory and other inputs. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Viewpoint based on literature review and author’s own neuroscientific research over the past 30 years. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Gains can be made on standard measures of processing speed, attention, memory, and executive function and those changes generalize to standard measures of mood and affect the real-world activities. Benefits, seen in experiments over the past few years for peak sports performance, are now being applied in the workplace \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000It is hard to think of any job, where a faster and more accurate brain would not help. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Many learning and development professionals are not yet aware of the health and performance benefits of plasticity-based training. This paper provides summarized evidence of its efficacy for individuals and organizations.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"116 12 1","pages":"4-6"},"PeriodicalIF":0.0,"publicationDate":"2017-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85941537","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}
Pub Date : 2017-12-07DOI: 10.1108/DLO-02-2017-0009
Haniya Sarfraz
Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.
{"title":"Differentiated time management skills between leadership styles: simplified with a cross-cultural approach","authors":"Haniya Sarfraz","doi":"10.1108/DLO-02-2017-0009","DOIUrl":"https://doi.org/10.1108/DLO-02-2017-0009","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"143 1","pages":"14-18"},"PeriodicalIF":0.0,"publicationDate":"2017-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74023890","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}
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