Pub Date : 2020-06-29DOI: 10.1108/dlo-02-2020-0049
Reena Biju, A. Pathak
Purpose Faced with dynamic and challenging environments, organizations today expect all their leaders, including their women leaders, to be highly intrapreneurial. However, intrapreneurship is traditionally perceived to be a masculine activity. In order to appear intrapreneurial, women leaders consciously behave like men and suppress their feminine characteristics. This results in “emotional labor” that causes undue stress, emotional exhaustion, and burnout. Organizations can help intrapreneurial women leaders succeed by a combination of gender-related sensitization, focused training, setting up sharing and communication platforms, encouraging self-support groups and providing formal and informal mentorship to their women employees. Design/methodology/approach We carried out qualitative research which involved 31 in depth semi-structured in-person interviews (including 11 repeat interviews) with 20 women leaders from seven large organizations from the Indian IT industry. The interviewees had 15 years of average work experience, were in the 35-50 years age group, and held senior management functional or project management responsibilities. The interviews were typically 60 minutes each. The researcher took detailed notes, and subsequently, manually carried out multiple levels and multiple rounds of coding (initially open-coding followed by focused coding) to identify and abstract the themes and categories. Findings Our study identified that women leaders who are expected to behave as intrapreneurs, face “emotional labor” which results in stress, emotional exhaustion and burnout. To help women leaders succeed, a well-defined set of organizational interventions including gender sensitization, training, sharing & communication platforms, self-support groups, and formal and informal mentoring are useful. Research limitations/implications To increase the generalizability of our study beyond the Indian cultural context and beyond the IT industry, future researchers may carry out both qualitative and larger sample quantitative studies in other countries, and draw upon data from multiple industries. The issues arising out of emotional labor of women intrapreneurial leaders are likely to be present in a wide range of industries and cultural contexts. However, there may be nuanced contextual differences that need further exploration. Future research can build on our findings and explore moderators, contingencies, and boundary conditions that affect the suitability of organizational interventions that we have suggested. Practical implications Emotional well-being of women intrapreneurial leaders would help them take innovative organizational initiatives, and make the organization strategically agile. To help women leaders be intrapreneurial, organizations need many interventions and need to provide the required supporting infrastructure. Social implications Ways to resolve gender-related issues in workplaces are suggested. Originality/value Our s
{"title":"Helping women intrapreneurial leaders flourish: appreciating emotional labor","authors":"Reena Biju, A. Pathak","doi":"10.1108/dlo-02-2020-0049","DOIUrl":"https://doi.org/10.1108/dlo-02-2020-0049","url":null,"abstract":"\u0000Purpose\u0000Faced with dynamic and challenging environments, organizations today expect all their leaders, including their women leaders, to be highly intrapreneurial. However, intrapreneurship is traditionally perceived to be a masculine activity. In order to appear intrapreneurial, women leaders consciously behave like men and suppress their feminine characteristics. This results in “emotional labor” that causes undue stress, emotional exhaustion, and burnout. Organizations can help intrapreneurial women leaders succeed by a combination of gender-related sensitization, focused training, setting up sharing and communication platforms, encouraging self-support groups and providing formal and informal mentorship to their women employees.\u0000\u0000\u0000Design/methodology/approach\u0000We carried out qualitative research which involved 31 in depth semi-structured in-person interviews (including 11 repeat interviews) with 20 women leaders from seven large organizations from the Indian IT industry. The interviewees had 15 years of average work experience, were in the 35-50 years age group, and held senior management functional or project management responsibilities. The interviews were typically 60 minutes each. The researcher took detailed notes, and subsequently, manually carried out multiple levels and multiple rounds of coding (initially open-coding followed by focused coding) to identify and abstract the themes and categories.\u0000\u0000\u0000Findings\u0000Our study identified that women leaders who are expected to behave as intrapreneurs, face “emotional labor” which results in stress, emotional exhaustion and burnout. To help women leaders succeed, a well-defined set of organizational interventions including gender sensitization, training, sharing & communication platforms, self-support groups, and formal and informal mentoring are useful.\u0000\u0000\u0000Research limitations/implications\u0000To increase the generalizability of our study beyond the Indian cultural context and beyond the IT industry, future researchers may carry out both qualitative and larger sample quantitative studies in other countries, and draw upon data from multiple industries. The issues arising out of emotional labor of women intrapreneurial leaders are likely to be present in a wide range of industries and cultural contexts. However, there may be nuanced contextual differences that need further exploration. Future research can build on our findings and explore moderators, contingencies, and boundary conditions that affect the suitability of organizational interventions that we have suggested.\u0000\u0000\u0000Practical implications\u0000Emotional well-being of women intrapreneurial leaders would help them take innovative organizational initiatives, and make the organization strategically agile. To help women leaders be intrapreneurial, organizations need many interventions and need to provide the required supporting infrastructure.\u0000\u0000\u0000Social implications\u0000Ways to resolve gender-related issues in workplaces are suggested.\u0000\u0000\u0000Originality/value\u0000Our s","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"69 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90426512","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 : 2020-06-04DOI: 10.1108/dlo-11-2019-0258
J. Rosendale, LeAnn Wilkie
Purpose The purpose of this article is to examine both benefits and managers’ perceptions of open, online educational courses, as compared to more traditional means of employee training and development both to better engage workforce personnel as well as a cost reduction tool. Design/methodology/approach Using empirical survey data along with supporting background literature, the authors use a qualitative and practical approach to recommend best practices in the OD and training field. Findings Antiquated in-house training and development programs are costly and may not meet the needs of the 21st century workforce. Managers must be open to online, free-sourced training options as a way to reduce T&D budgets and attract and retain top talent. Originality/value While MOOCs continue to receive academic attention, this article is novel insofar as it analyzes the value of non-traditional educational options mainly from the organizational and management perspective. By surveying hiring managers and offering specific implementation steps, the depth of field in this body of literature is rightfully expanded.
{"title":"Scaling workforce development: using MOOCs to reduce costs and narrow the skills gap","authors":"J. Rosendale, LeAnn Wilkie","doi":"10.1108/dlo-11-2019-0258","DOIUrl":"https://doi.org/10.1108/dlo-11-2019-0258","url":null,"abstract":"\u0000Purpose\u0000The purpose of this article is to examine both benefits and managers’ perceptions of open, online educational courses, as compared to more traditional means of employee training and development both to better engage workforce personnel as well as a cost reduction tool.\u0000\u0000\u0000Design/methodology/approach\u0000Using empirical survey data along with supporting background literature, the authors use a qualitative and practical approach to recommend best practices in the OD and training field.\u0000\u0000\u0000Findings\u0000Antiquated in-house training and development programs are costly and may not meet the needs of the 21st century workforce. Managers must be open to online, free-sourced training options as a way to reduce T&D budgets and attract and retain top talent.\u0000\u0000\u0000Originality/value\u0000While MOOCs continue to receive academic attention, this article is novel insofar as it analyzes the value of non-traditional educational options mainly from the organizational and management perspective. By surveying hiring managers and offering specific implementation steps, the depth of field in this body of literature is rightfully expanded.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"25 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81791438","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 : 2020-05-29DOI: 10.1108/dlo-02-2020-0033
Sunil Budhiraja
Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.
{"title":"Change-efficacy: the glue that connects organizational change with employees’ actions","authors":"Sunil Budhiraja","doi":"10.1108/dlo-02-2020-0033","DOIUrl":"https://doi.org/10.1108/dlo-02-2020-0033","url":null,"abstract":"\u0000Purpose\u0000The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers.\u0000\u0000\u0000Design/methodology/approach\u0000The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint.\u0000\u0000\u0000Findings\u0000Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy.\u0000\u0000\u0000Research implications\u0000The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers.\u0000\u0000\u0000Originality/value\u0000The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88996008","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 : 2020-05-23DOI: 10.1108/dlo-01-2020-0025
Mark E. Haskins, George R. Shaffer
Purpose This article highlights two potentially overlooked and undervalued features of custom management development program architecture that can facilitate and further the positive impact of program participants upon their return to work. Design/methodology/approach The insights presented are based on having worked with a number of large, custom management development program clients and seeking to foster greater, better, and a longer lasting impact accruing to the program sponsor when the program participants returned to work. Findings Two program design features are highlighted and discussed: (1) tiered critical mass participant throughput and (2) program transportability. A real-world based example is provided to depict these two program design aspects. Practical implications The two program design ideas presented are easily understood and immediately actionable for anyone engaged in responding to a custom management development program opportunity with an eye towards enhancing the impact for a sponsoring client. Originality/value Organizational sponsors of custom management development programs are interested in their program providers enhancing returning program participants’ ability to impact their work teams, departments, and business units with their program learnings. This article is unique in identifying and describing two potentially overlooked program design considerations that can aid in that pursuit.
{"title":"Custom management development program architecture: in pursuit of critical mass for impact","authors":"Mark E. Haskins, George R. Shaffer","doi":"10.1108/dlo-01-2020-0025","DOIUrl":"https://doi.org/10.1108/dlo-01-2020-0025","url":null,"abstract":"\u0000Purpose\u0000This article highlights two potentially overlooked and undervalued features of custom management development program architecture that can facilitate and further the positive impact of program participants upon their return to work.\u0000\u0000\u0000Design/methodology/approach\u0000The insights presented are based on having worked with a number of large, custom management development program clients and seeking to foster greater, better, and a longer lasting impact accruing to the program sponsor when the program participants returned to work.\u0000\u0000\u0000Findings\u0000Two program design features are highlighted and discussed: (1) tiered critical mass participant throughput and (2) program transportability. A real-world based example is provided to depict these two program design aspects.\u0000\u0000\u0000Practical implications\u0000The two program design ideas presented are easily understood and immediately actionable for anyone engaged in responding to a custom management development program opportunity with an eye towards enhancing the impact for a sponsoring client.\u0000\u0000\u0000Originality/value\u0000Organizational sponsors of custom management development programs are interested in their program providers enhancing returning program participants’ ability to impact their work teams, departments, and business units with their program learnings. This article is unique in identifying and describing two potentially overlooked program design considerations that can aid in that pursuit.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82675721","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 : 2020-05-23DOI: 10.1108/dlo-03-2020-0060
Subhra Pattnaik, L. K. Jena
Purpose The paper explores if individuals experiencing deeply meaningful work turn self-centric and therein they negatively affect people around them. It also discusses ways to attenuate this darker effect of meaningful work. Design/methodology/approach Semi-structured interviews were conducted with supervisors, peers, subordinates, and family of 24 executives in the Indian Aeronautical Manufacturing Sector who scored high on the Meaningful Work scale in another empirical study carried out by the authors in early 2019. Findings Individuals experiencing deeply Meaningful Work get self-centric, at times, where nothing beyond work appeals to them. This negatively affects their camaraderie at work and family ties. Originality/value The paper adds to the scarce literature on the darker side of Meaningful Work by exploring its effect on breeding self-centrism using an Indian sample.
{"title":"Could self-centrism rust the glitter of meaningful work? Exploring the darker sides of the construct","authors":"Subhra Pattnaik, L. K. Jena","doi":"10.1108/dlo-03-2020-0060","DOIUrl":"https://doi.org/10.1108/dlo-03-2020-0060","url":null,"abstract":"\u0000Purpose\u0000The paper explores if individuals experiencing deeply meaningful work turn self-centric and therein they negatively affect people around them. It also discusses ways to attenuate this darker effect of meaningful work.\u0000\u0000\u0000Design/methodology/approach\u0000Semi-structured interviews were conducted with supervisors, peers, subordinates, and family of 24 executives in the Indian Aeronautical Manufacturing Sector who scored high on the Meaningful Work scale in another empirical study carried out by the authors in early 2019.\u0000\u0000\u0000Findings\u0000Individuals experiencing deeply Meaningful Work get self-centric, at times, where nothing beyond work appeals to them. This negatively affects their camaraderie at work and family ties.\u0000\u0000\u0000Originality/value\u0000The paper adds to the scarce literature on the darker side of Meaningful Work by exploring its effect on breeding self-centrism using an Indian sample.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"272 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75920851","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 : 2020-05-15DOI: 10.1108/dlo-11-2019-0263
A. Issac, Rupashree Baral
Purpose This paper examines the ethical dilemmas of a multi-dimensional contributor and end-user in the world of knowledge management by underscoring the different techniques of knowledge hiding observed in practice. Design/methodology/approach We categorize the ethical issues into identity, ownership, privacy, and reputation. We also analyze the different knowledge hiding techniques organizations can use to provide privacy to their contributors. Findings To help organizations better understand how to implement knowledge hiding, we present a new typology: the Heptagon Model. Originality/value This manuscript provides a practice-oriented overview of the key knowledge hiding techniques. This overview provides the reader with an introduction to techniques used in an emerging and vital construct.
{"title":"Techniques that facilitate knowledge hiding: perspectives of ethical dilemmas from both sides of the coin","authors":"A. Issac, Rupashree Baral","doi":"10.1108/dlo-11-2019-0263","DOIUrl":"https://doi.org/10.1108/dlo-11-2019-0263","url":null,"abstract":"\u0000Purpose\u0000This paper examines the ethical dilemmas of a multi-dimensional contributor and end-user in the world of knowledge management by underscoring the different techniques of knowledge hiding observed in practice.\u0000\u0000\u0000Design/methodology/approach\u0000We categorize the ethical issues into identity, ownership, privacy, and reputation. We also analyze the different knowledge hiding techniques organizations can use to provide privacy to their contributors.\u0000\u0000\u0000Findings\u0000To help organizations better understand how to implement knowledge hiding, we present a new typology: the Heptagon Model.\u0000\u0000\u0000Originality/value\u0000This manuscript provides a practice-oriented overview of the key knowledge hiding techniques. This overview provides the reader with an introduction to techniques used in an emerging and vital construct.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77572744","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 : 2020-03-31DOI: 10.1108/dlo-12-2019-0281
W. Holmes
Purpose The purpose of this conceptual paper is to increase the leadership and organizational effectiveness concepts presented by Simon Sinek in his 2009 book “Start with Why” by connecting them to Motivating Language Theory and presenting the integrated framework within a double-loop organizational and developmental learning model. Design/methodology/approach The approach of this conceptual paper is to link Sinek’s concepts WHY/HOW/WHAT with Motivating Language Theory’s constructs Meaning-Making Language/Empathetic Language/Direction-Giving Language to support deeper implementation as well as maximize implementation of WHY/HOW/WHAT through implementation of the higher-level variable Motivating Language. Additionally, this conceptual paper expands upon Sinek’s discussion of process and outcomes through the illustration of a double-loop organizational learning and development model that highlights data-driven decision-making, working from the inside-out organizational processes, and the connection between outcomes and reflection to improve organizational work. Findings The findings of this conceptual paper are motivating language theory can enhance and extend Sinek’s organizational and leadership assertions, and the creation of a double-loop organizational learning and development model provides greater clarity and insight to Sinek’s initial concepts presented in Start with Why. These findings provide practitioners greater tools and resources for implementation in the field as well as continue to provide scholars with an ongoing thread of connections and applications of Motivating Language Theory. Originality/value The originality of this conceptual paper builds off Sinek’s assertion that communication is vital to leaders and organizations by giving it context and specificity in the form of a well-established leadership and organizational communication theory.
{"title":"Start with why: and answer with motivating language","authors":"W. Holmes","doi":"10.1108/dlo-12-2019-0281","DOIUrl":"https://doi.org/10.1108/dlo-12-2019-0281","url":null,"abstract":"\u0000Purpose\u0000The purpose of this conceptual paper is to increase the leadership and organizational effectiveness concepts presented by Simon Sinek in his 2009 book “Start with Why” by connecting them to Motivating Language Theory and presenting the integrated framework within a double-loop organizational and developmental learning model.\u0000\u0000\u0000Design/methodology/approach\u0000The approach of this conceptual paper is to link Sinek’s concepts WHY/HOW/WHAT with Motivating Language Theory’s constructs Meaning-Making Language/Empathetic Language/Direction-Giving Language to support deeper implementation as well as maximize implementation of WHY/HOW/WHAT through implementation of the higher-level variable Motivating Language. Additionally, this conceptual paper expands upon Sinek’s discussion of process and outcomes through the illustration of a double-loop organizational learning and development model that highlights data-driven decision-making, working from the inside-out organizational processes, and the connection between outcomes and reflection to improve organizational work.\u0000\u0000\u0000Findings\u0000The findings of this conceptual paper are motivating language theory can enhance and extend Sinek’s organizational and leadership assertions, and the creation of a double-loop organizational learning and development model provides greater clarity and insight to Sinek’s initial concepts presented in Start with Why. These findings provide practitioners greater tools and resources for implementation in the field as well as continue to provide scholars with an ongoing thread of connections and applications of Motivating Language Theory.\u0000\u0000\u0000Originality/value\u0000The originality of this conceptual paper builds off Sinek’s assertion that communication is vital to leaders and organizations by giving it context and specificity in the form of a well-established leadership and organizational communication theory.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84918196","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 : 2020-03-27DOI: 10.1108/dlo-05-2019-0100
Swati Singh, Sita Vanka
Purpose The purpose of the article is to highlight the importance of sponsorship in the career advancement of women and how it can also promote diversity in leadership. Design/methodology/approach The paper uses the PwC’s Breakthrough program illustration to demonstrate how the potential of sponsorship can be leveraged to enhance diversity. Findings Research in leadership, diversity, and inclusion indicates that the leadership gender gap is a major challenge faced by organizations. Most of the organizations employ mentorship as a strategy for women’s career development. However, it is difficult to assess the measurable impact of this on the careers of women and how it could help in improving diversity in leadership roles. The findings suggest that sponsorship, which is an action-oriented strategy can complement mentoring and bring desired results. Originality/value The paper analyses the role of mentoring and sponsorship in the career development of women. The paper also highlights the differences between mentorship and sponsorship. Furthermore, it demonstrates the importance of sponsorship in promoting diversity with the help of PwC’s illustration.
{"title":"Mentoring is essential but not sufficient: sponsor women for leadership roles","authors":"Swati Singh, Sita Vanka","doi":"10.1108/dlo-05-2019-0100","DOIUrl":"https://doi.org/10.1108/dlo-05-2019-0100","url":null,"abstract":"\u0000Purpose\u0000The purpose of the article is to highlight the importance of sponsorship in the career advancement of women and how it can also promote diversity in leadership.\u0000\u0000\u0000Design/methodology/approach\u0000The paper uses the PwC’s Breakthrough program illustration to demonstrate how the potential of sponsorship can be leveraged to enhance diversity.\u0000\u0000\u0000Findings\u0000Research in leadership, diversity, and inclusion indicates that the leadership gender gap is a major challenge faced by organizations. Most of the organizations employ mentorship as a strategy for women’s career development. However, it is difficult to assess the measurable impact of this on the careers of women and how it could help in improving diversity in leadership roles. The findings suggest that sponsorship, which is an action-oriented strategy can complement mentoring and bring desired results.\u0000\u0000\u0000Originality/value\u0000The paper analyses the role of mentoring and sponsorship in the career development of women. The paper also highlights the differences between mentorship and sponsorship. Furthermore, it demonstrates the importance of sponsorship in promoting diversity with the help of PwC’s illustration.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"34 1","pages":"25-28"},"PeriodicalIF":0.0,"publicationDate":"2020-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90487326","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 : 2020-03-27DOI: 10.1108/dlo-09-2019-0221
J. Marques
Purpose The purpose of this paper is to provide an alternative way of perceiving the constant state of flux in today’s workplaces, and help encourage managers as well as non-managerial employees, who find themselves in transitional situations, to perceive these as a natural progression of life. Design/methodology/approach This is a reflective paper based on observations and experiences with Buddhist psychological techniques leading to enhanced personal awareness and how these can enhance the quality of life at work. Findings Workforce shifts could be perceived as abhorrent, and require mourning and psychological guidance, but they can also be seen as elements of the natural process of arising and passing, thus the impermanence, of everything. When considered that way, letting go gets elevated from a challenge into a well-mastered art. Practical implications This paper aims to provide food for thought to those who are members of the workforce, and regularly struggle with the shifts in personnel compilations based on changing needs. Social implications The paper strives to instill deeper awareness within those who are part of the work environment, to achieve greater wakefulness, resulting in better understanding, acceptance, and inner-calm. Originality/value The invitation for a paradigm shift in this paper is not a traditional one in Western thinking, but may be a very helpful one, as we continue to experience accelerated paces of change in work circumstances.
{"title":"Letting go: – the art of arts","authors":"J. Marques","doi":"10.1108/dlo-09-2019-0221","DOIUrl":"https://doi.org/10.1108/dlo-09-2019-0221","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to provide an alternative way of perceiving the constant state of flux in today’s workplaces, and help encourage managers as well as non-managerial employees, who find themselves in transitional situations, to perceive these as a natural progression of life.\u0000\u0000\u0000Design/methodology/approach\u0000This is a reflective paper based on observations and experiences with Buddhist psychological techniques leading to enhanced personal awareness and how these can enhance the quality of life at work.\u0000\u0000\u0000Findings\u0000Workforce shifts could be perceived as abhorrent, and require mourning and psychological guidance, but they can also be seen as elements of the natural process of arising and passing, thus the impermanence, of everything. When considered that way, letting go gets elevated from a challenge into a well-mastered art.\u0000\u0000\u0000Practical implications\u0000This paper aims to provide food for thought to those who are members of the workforce, and regularly struggle with the shifts in personnel compilations based on changing needs.\u0000\u0000\u0000Social implications\u0000The paper strives to instill deeper awareness within those who are part of the work environment, to achieve greater wakefulness, resulting in better understanding, acceptance, and inner-calm.\u0000\u0000\u0000Originality/value\u0000The invitation for a paradigm shift in this paper is not a traditional one in Western thinking, but may be a very helpful one, as we continue to experience accelerated paces of change in work circumstances.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"5 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80840497","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 : 2020-02-22DOI: 10.1108/dlo-09-2019-0227
A. Coleman
Purpose This article utilizes the concept of adaptive leadership to explore how Leicester City, a small, provincial football club, defied odds of 5000-1 to became only the sixth winners of the English Premier League. It examines two research questions: 1. can adaptive leadership be used to explain how the club developed the conditions for the team’s success? and; 2. what practical lessons can be learned from this? Design/methodology/approach This case study utilizes secondary material, published from 2011-2019, including interviews with players and staff, recordings of press conferences, club announcements, match programmes, books, magazine and newspaper articles, television reports, and social media coverage. Findings Adaptive leadership provides a mechanism for understanding the organizational change necessary for Leicester City’s title victory. Three core elements of adaptive leadership are identified: 1. the “change leader’s” deliberate decision to engage others across the organization in a process of “intelligent reflection,” to identify the required approach to address an identified organizational objective; 2. an organization-wide focus on building leadership capacity, to promote continuous improvement through personal and organizational learning; 3. a long term commitment by the most senior organizational leader to elements of the change process, thereby ensuring new ways of working became normalized over the longer term. Originality/value While theoretically well-developed, the practice of adaptive leadership remains under-researched (Yukl and Mahsud, 2010). Leicester City’s Premier League victory illustrates several key aspects of adaptive leadership in action, in a way that many people can easily relate to. The efficacious and team learning aspects of Leicester City’s success story are important for organizational development scholars and practitioners alike. In summary, the key findings and lessons within this article can be metaphorically transferred to other team-based learning organization, i.e. including and beyond the world of sport!.
{"title":"What are your “odds-of-success”? Reflecting on the role of adaptive leadership in Leicester City’s (2015/16) English Football Premier League Title win","authors":"A. Coleman","doi":"10.1108/dlo-09-2019-0227","DOIUrl":"https://doi.org/10.1108/dlo-09-2019-0227","url":null,"abstract":"\u0000Purpose\u0000This article utilizes the concept of adaptive leadership to explore how Leicester City, a small, provincial football club, defied odds of 5000-1 to became only the sixth winners of the English Premier League. It examines two research questions: 1. can adaptive leadership be used to explain how the club developed the conditions for the team’s success? and; 2. what practical lessons can be learned from this?\u0000\u0000\u0000Design/methodology/approach\u0000This case study utilizes secondary material, published from 2011-2019, including interviews with players and staff, recordings of press conferences, club announcements, match programmes, books, magazine and newspaper articles, television reports, and social media coverage.\u0000\u0000\u0000Findings\u0000Adaptive leadership provides a mechanism for understanding the organizational change necessary for Leicester City’s title victory. Three core elements of adaptive leadership are identified: 1. the “change leader’s” deliberate decision to engage others across the organization in a process of “intelligent reflection,” to identify the required approach to address an identified organizational objective; 2. an organization-wide focus on building leadership capacity, to promote continuous improvement through personal and organizational learning; 3. a long term commitment by the most senior organizational leader to elements of the change process, thereby ensuring new ways of working became normalized over the longer term.\u0000\u0000\u0000Originality/value\u0000While theoretically well-developed, the practice of adaptive leadership remains under-researched (Yukl and Mahsud, 2010). Leicester City’s Premier League victory illustrates several key aspects of adaptive leadership in action, in a way that many people can easily relate to. The efficacious and team learning aspects of Leicester City’s success story are important for organizational development scholars and practitioners alike. In summary, the key findings and lessons within this article can be metaphorically transferred to other team-based learning organization, i.e. including and beyond the world of sport!.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"40 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88970585","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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