Pub Date : 2023-02-16DOI: 10.1177/15480518231154170
Darryl B. Rice, Paul Prosper, C. Scott
Management researchers have recently shifted their focus to examine the effects of psychological diversity climate (PDC). Whereas the majority of this research has focused on front-line employees, we shift our attention to personnel in leadership positions to extend this literature. On the basis that PDC encourages the demonstration of fairness and discourages the demonstration of mistreatment, we rely on social information processing theory to explain why supervisor perceptions of PDC impact supervisory leadership style. Across three studies (one experiment and two multi-source field studies), we find that supervisor perceptions of PDC are positively related to employees’ evaluations of ethical leadership and negatively related to employees’ evaluations of abusive supervision. We also find that the impact of supervisor perceptions of PDC on ethical leadership and abusive supervisor is accentuated when supervisor negative affectivity is relatively high compared to relatively low. However, the impact of supervisor perceptions of PDC on ethical leadership and abusive supervision is attenuated when supervisor conscientiousness is relatively high compared to relatively low. In summary, our studies clarify why and when supervisor perceptions of PDC interact with supervisor characteristics to impact supervisory leadership style. Theoretical and practical implications are discussed.
{"title":"Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style","authors":"Darryl B. Rice, Paul Prosper, C. Scott","doi":"10.1177/15480518231154170","DOIUrl":"https://doi.org/10.1177/15480518231154170","url":null,"abstract":"Management researchers have recently shifted their focus to examine the effects of psychological diversity climate (PDC). Whereas the majority of this research has focused on front-line employees, we shift our attention to personnel in leadership positions to extend this literature. On the basis that PDC encourages the demonstration of fairness and discourages the demonstration of mistreatment, we rely on social information processing theory to explain why supervisor perceptions of PDC impact supervisory leadership style. Across three studies (one experiment and two multi-source field studies), we find that supervisor perceptions of PDC are positively related to employees’ evaluations of ethical leadership and negatively related to employees’ evaluations of abusive supervision. We also find that the impact of supervisor perceptions of PDC on ethical leadership and abusive supervisor is accentuated when supervisor negative affectivity is relatively high compared to relatively low. However, the impact of supervisor perceptions of PDC on ethical leadership and abusive supervision is attenuated when supervisor conscientiousness is relatively high compared to relatively low. In summary, our studies clarify why and when supervisor perceptions of PDC interact with supervisor characteristics to impact supervisory leadership style. Theoretical and practical implications are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"239 - 258"},"PeriodicalIF":4.8,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49368532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-19DOI: 10.1177/15480518231151575
Silu Chen, Yanghao Zhu, Li Guo, Wenxing Liu
Researchers have become increasingly interested in exploring leaders’ behaviours that promote followers’ proactive behaviours, but the literature is limited to leadership styles and generally does not consider leader displays of emotion. In this study, the impact of leader expressions of gratitude on followers’ proactive behaviours was examined from a self-evaluative perspective. Data from a field study (N = 184) and an experimental vignette study (N = 150) in China supported our hypotheses that leader gratitude expressions were positively related to followers’ proactive behaviours. Role breadth self-efficacy and perceived social worth mediated the relationship between leader gratitude expressions and followers’ proactive behaviours. This mediating effect was strengthened for followers with high relational identification. These results contribute to a nuanced understanding of gratitude by shedding light on the phenomenon of leader gratitude expressions and their positive outcomes. The theoretical and practical implications of our findings are discussed.
{"title":"The Impact of Leader Gratitude Expressions on Followers’ Behaviours: Increasing Gratitude and Increases Proactivity","authors":"Silu Chen, Yanghao Zhu, Li Guo, Wenxing Liu","doi":"10.1177/15480518231151575","DOIUrl":"https://doi.org/10.1177/15480518231151575","url":null,"abstract":"Researchers have become increasingly interested in exploring leaders’ behaviours that promote followers’ proactive behaviours, but the literature is limited to leadership styles and generally does not consider leader displays of emotion. In this study, the impact of leader expressions of gratitude on followers’ proactive behaviours was examined from a self-evaluative perspective. Data from a field study (N = 184) and an experimental vignette study (N = 150) in China supported our hypotheses that leader gratitude expressions were positively related to followers’ proactive behaviours. Role breadth self-efficacy and perceived social worth mediated the relationship between leader gratitude expressions and followers’ proactive behaviours. This mediating effect was strengthened for followers with high relational identification. These results contribute to a nuanced understanding of gratitude by shedding light on the phenomenon of leader gratitude expressions and their positive outcomes. The theoretical and practical implications of our findings are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"187 - 204"},"PeriodicalIF":4.8,"publicationDate":"2023-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46590944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-20DOI: 10.1177/15480518221144895
A. De Brún, E. McAuliffe
There is accumulating evidence for collective approaches to leadership, where multiple individuals share leadership roles, but there remains a lack of theory-informed research on how collective leadership is fostered in practice. This study evaluated the impact of a collective leadership intervention, exploring what works for whom, how, and under what circumstances through a mixed-methods realist evaluation of four case studies. Eight context-mechanism-outcome configurations (theories) were extrapolated that elucidate the mechanisms triggered to drive outcomes in particular settings. This is the first study to apply a realist lens to understand collective leadership and articulate the generative mechanisms that enable/inhibit collective leadership in healthcare teams.
{"title":"“When there's collective leadership, there's the power to make changes”: A realist evaluation of a collective leadership intervention (Co-Lead) in healthcare teams","authors":"A. De Brún, E. McAuliffe","doi":"10.1177/15480518221144895","DOIUrl":"https://doi.org/10.1177/15480518221144895","url":null,"abstract":"There is accumulating evidence for collective approaches to leadership, where multiple individuals share leadership roles, but there remains a lack of theory-informed research on how collective leadership is fostered in practice. This study evaluated the impact of a collective leadership intervention, exploring what works for whom, how, and under what circumstances through a mixed-methods realist evaluation of four case studies. Eight context-mechanism-outcome configurations (theories) were extrapolated that elucidate the mechanisms triggered to drive outcomes in particular settings. This is the first study to apply a realist lens to understand collective leadership and articulate the generative mechanisms that enable/inhibit collective leadership in healthcare teams.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"155 - 172"},"PeriodicalIF":4.8,"publicationDate":"2022-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48378434","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-29DOI: 10.1177/15480518221141258
J. Tilton, H. Bilgili, Jonathan L. Johnson, Alan E. Ellstrand
Following its 40th anniversary and more than three decades after its introduction to the strategic management literature, agency theory remains the predominant theory of corporate governance. In this paper, we examine affect, an underexplored dimension in principal-agent relationships. Using the CEO-board of directors relationship as a context, we develop a theoretical lens that explains how interpersonal affect underlying relationships between CEOs and directors of boards shapes behavior in ways that deviate from traditional agency theory predictions. We discuss how the incorporation of an affective perspective advances principal-agent research by revising agency theory‘s assumptions concerning human nature and behavior and suggesting new research directions. By acknowledging a central role of affect, we connect existing behavioral approaches to organizational agency and advance our understanding of socioemotional foundations of principal-agent tensions, problems, and agency costs.
{"title":"Toward An Affect Based View of Principal–Agent Dynamics","authors":"J. Tilton, H. Bilgili, Jonathan L. Johnson, Alan E. Ellstrand","doi":"10.1177/15480518221141258","DOIUrl":"https://doi.org/10.1177/15480518221141258","url":null,"abstract":"Following its 40th anniversary and more than three decades after its introduction to the strategic management literature, agency theory remains the predominant theory of corporate governance. In this paper, we examine affect, an underexplored dimension in principal-agent relationships. Using the CEO-board of directors relationship as a context, we develop a theoretical lens that explains how interpersonal affect underlying relationships between CEOs and directors of boards shapes behavior in ways that deviate from traditional agency theory predictions. We discuss how the incorporation of an affective perspective advances principal-agent research by revising agency theory‘s assumptions concerning human nature and behavior and suggesting new research directions. By acknowledging a central role of affect, we connect existing behavioral approaches to organizational agency and advance our understanding of socioemotional foundations of principal-agent tensions, problems, and agency costs.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"341 - 355"},"PeriodicalIF":4.8,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48526759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships of affective states with CWB-O and turnover intention. That is, we expect that emotional support exacerbates the mediating effect of NA, whereas it weakens the mediating effect of PA. We tested the hypothesized model in two time-lagged studies, one among subordinates (N = 162), and the other among supervisor-subordinate dyads (N = 255 dyads). Results confirmed that the relation between abusive supervision and CWB-O was mediated by NA, and that the relation between abusive supervision and turnover intentions was mediated by PA. Coworker emotional support strengthened the mediating effect of NA, but it did not attenuate the mediating effect of PA. These results only hold for CWB-O, not for supervisor-rated CWB-O. Explanations, implications as well as limitations and ideas for future research are discussed.
{"title":"How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions","authors":"Wen Zhang, Shumin Zheng, Jan Luca Pletzer, Daantje Derks, Kimberley Breevaart, Xichao Zhang","doi":"10.1177/15480518221097278","DOIUrl":"https://doi.org/10.1177/15480518221097278","url":null,"abstract":"When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships of affective states with CWB-O and turnover intention. That is, we expect that emotional support exacerbates the mediating effect of NA, whereas it weakens the mediating effect of PA. We tested the hypothesized model in two time-lagged studies, one among subordinates (N = 162), and the other among supervisor-subordinate dyads (N = 255 dyads). Results confirmed that the relation between abusive supervision and CWB-O was mediated by NA, and that the relation between abusive supervision and turnover intentions was mediated by PA. Coworker emotional support strengthened the mediating effect of NA, but it did not attenuate the mediating effect of PA. These results only hold for CWB-O, not for supervisor-rated CWB-O. Explanations, implications as well as limitations and ideas for future research are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"389 - 408"},"PeriodicalIF":4.8,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46194070","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-25DOI: 10.1177/15480518221133970
Daniel Lundqvist, Andreas Wallo, Alan Coetzer, Henrik Kock
Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.
{"title":"Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership","authors":"Daniel Lundqvist, Andreas Wallo, Alan Coetzer, Henrik Kock","doi":"10.1177/15480518221133970","DOIUrl":"https://doi.org/10.1177/15480518221133970","url":null,"abstract":"Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"205 - 238"},"PeriodicalIF":4.8,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45888860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-17DOI: 10.1177/15480518221132037
Yu Zhu, Chou-Yu Tsai, Yanfei Wang, Zisheng Guo
Research shows that follower psychological capital (PsyCap) is essential for positive employee outcomes in organizational change. Nevertheless, scant research has explored the role of a leader's PsyCap in the process of organizational change. Drawing on the person-environment fit literature (specifically, person-supervisor fit theory), this study demonstrates the congruent effects of leader and follower PsyCap on follower change-related outcomes. Results from a three-wave and two-source field survey illustrate that leader-follower PsyCap congruence positively affects follower openness to change. And the high-level leader-follower PsyCap combination has higher follower openness to change than the low-level leader-follower PsyCap combination. Furthermore, we found that follower openness to change mediates the relationship between leader-follower PsyCap congruence and follower change-supportive and creative behaviors. Finally, we explore the moderating effects of salience of change on our proposed model as it is an important contextual factor identified in the prior change literature. Several theoretical and practical implications are discussed.
{"title":"Does Leader-Follower PsyCap Congruence Cultivate Change-Related Outcomes? A Supervisor-Subordinate Fit Perspective","authors":"Yu Zhu, Chou-Yu Tsai, Yanfei Wang, Zisheng Guo","doi":"10.1177/15480518221132037","DOIUrl":"https://doi.org/10.1177/15480518221132037","url":null,"abstract":"Research shows that follower psychological capital (PsyCap) is essential for positive employee outcomes in organizational change. Nevertheless, scant research has explored the role of a leader's PsyCap in the process of organizational change. Drawing on the person-environment fit literature (specifically, person-supervisor fit theory), this study demonstrates the congruent effects of leader and follower PsyCap on follower change-related outcomes. Results from a three-wave and two-source field survey illustrate that leader-follower PsyCap congruence positively affects follower openness to change. And the high-level leader-follower PsyCap combination has higher follower openness to change than the low-level leader-follower PsyCap combination. Furthermore, we found that follower openness to change mediates the relationship between leader-follower PsyCap congruence and follower change-supportive and creative behaviors. Finally, we explore the moderating effects of salience of change on our proposed model as it is an important contextual factor identified in the prior change literature. Several theoretical and practical implications are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"25 - 39"},"PeriodicalIF":4.8,"publicationDate":"2022-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46107870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-09DOI: 10.1177/15480518221130704
D. van Knippenberg
I contend that in leadership research, research method preferences guide the development of research questions rather than the other way around as would prescriptively be expected. This is a problem because leadership research is heavily dominated by survey research. This low diversity in research method preference constrains the consideration set of research questions: leadership research tends to focus on what can be studied in surveys, not because these are necessarily the most interesting issues to study but because of a preference for survey research. This dominance of survey research is self-sustaining both because people are more likely to use the methods they are more familiar with and because it creates an implicit norm as to what are appropriate research methods and appropriate research questions. I discuss how stimulating diversity in research methods is needed to address this problem and to let diversity in research questions follow.
{"title":"The Problem of Research Method Informing Research Questions in Leadership Research","authors":"D. van Knippenberg","doi":"10.1177/15480518221130704","DOIUrl":"https://doi.org/10.1177/15480518221130704","url":null,"abstract":"I contend that in leadership research, research method preferences guide the development of research questions rather than the other way around as would prescriptively be expected. This is a problem because leadership research is heavily dominated by survey research. This low diversity in research method preference constrains the consideration set of research questions: leadership research tends to focus on what can be studied in surveys, not because these are necessarily the most interesting issues to study but because of a preference for survey research. This dominance of survey research is self-sustaining both because people are more likely to use the methods they are more familiar with and because it creates an implicit norm as to what are appropriate research methods and appropriate research questions. I discuss how stimulating diversity in research methods is needed to address this problem and to let diversity in research questions follow.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"5 - 10"},"PeriodicalIF":4.8,"publicationDate":"2022-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46822934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-09DOI: 10.1177/15480518221123132
Fernanda Bethlem Tigre, C. Curado, P. Henriques
Digital disruption has changed organizations in an unprecedented way. The thriving field of digital leadership is expanding fast and few retrospective studies on this evolution have been made so far. This study presents a bibliometric and network analysis combining both Scopus and Web of Science databases to provide fresh insights into the evolution of the digital leadership research field. This study is based on a review of 79 publications from 57 journals, published between 2000 and 2020. The newness of the topic and the range of journals in which it is published confirms that digital leadership has gained interest from several different areas. Bibliometric analysis provides a description of the research field identifying the leading publishing journals, affiliation statistics, and most influential authors and expressive publications in the research field. Network analyses identify keyword evolution over time, co-citation relationships, and research clusters. Content analysis is used to identify key topics in the field with attention paid to interrelations among them. A brief description of each paper in the dataset and its methodological approach is provided. The results suggest that the topic will continue to attract more research, as it has not yet entered its maturity stage. This paper contributes to the literature by analyzing the relationship between digital leadership and e-leadership. This study also identifies the most leading digital leadership capabilities for a fast-changing world. Limitations and future avenues are also discussed.
数字化颠覆以前所未有的方式改变了组织。蓬勃发展的数字领导领域正在迅速扩张，迄今为止很少有关于这一演变的回顾性研究。本研究结合Scopus和Web of Science数据库进行文献计量和网络分析，为数字领导力研究领域的发展提供新的见解。这项研究基于对2000年至2020年间发表的57种期刊的79篇论文的综述。该主题的新颖性和发表该主题的期刊的范围证实，数字领导力已经引起了几个不同领域的兴趣。文献计量分析提供了研究领域的描述，确定了主要的出版期刊，隶属统计，以及研究领域中最具影响力的作者和表达性的出版物。网络分析确定关键字随时间的演变、共引关系和研究集群。内容分析用于识别该领域的关键主题，并注意它们之间的相互关系。提供了数据集中每篇论文的简要描述及其方法方法。结果表明，该主题将继续吸引更多的研究，因为它尚未进入成熟阶段。本文通过分析数字领导与电子领导之间的关系来贡献文献。该研究还确定了在快速变化的世界中最领先的数字领导能力。还讨论了局限性和未来的发展方向。
{"title":"Digital Leadership: A Bibliometric Analysis","authors":"Fernanda Bethlem Tigre, C. Curado, P. Henriques","doi":"10.1177/15480518221123132","DOIUrl":"https://doi.org/10.1177/15480518221123132","url":null,"abstract":"Digital disruption has changed organizations in an unprecedented way. The thriving field of digital leadership is expanding fast and few retrospective studies on this evolution have been made so far. This study presents a bibliometric and network analysis combining both Scopus and Web of Science databases to provide fresh insights into the evolution of the digital leadership research field. This study is based on a review of 79 publications from 57 journals, published between 2000 and 2020. The newness of the topic and the range of journals in which it is published confirms that digital leadership has gained interest from several different areas. Bibliometric analysis provides a description of the research field identifying the leading publishing journals, affiliation statistics, and most influential authors and expressive publications in the research field. Network analyses identify keyword evolution over time, co-citation relationships, and research clusters. Content analysis is used to identify key topics in the field with attention paid to interrelations among them. A brief description of each paper in the dataset and its methodological approach is provided. The results suggest that the topic will continue to attract more research, as it has not yet entered its maturity stage. This paper contributes to the literature by analyzing the relationship between digital leadership and e-leadership. This study also identifies the most leading digital leadership capabilities for a fast-changing world. Limitations and future avenues are also discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"40 - 70"},"PeriodicalIF":4.8,"publicationDate":"2022-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45497217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-08DOI: 10.1177/15480518221115036
Synnøve Nesse
The current article examines the emergence and dynamics of leadership during an extreme situation—a terrorist attack at the foreign subsidiary of a multinational energy corporation—and the crisis response undertaken at the corporate headquarters. The inductive analysis reveals that the in-situ crisis leadership involved impromptu interactions between multiple individuals leading collectively. Multiple sources of leadership emerged to carry out four critical leadership functions, namely strategic framing, ad hoc structuring, relational coping, and instant developing. These functions were carried out by several formal and informal leaders together, enhancing the overall leadership capacity in the crisis management organization (CMO). With increased capacity to lead efforts in different domains came specialization, which could have led to misalignment and fragmentation. But this was avoided by leaders acting as “role boundary transgressors,” expanding the boundaries of their responsibilities across roles, functions, and levels to foster the alignment of collective efforts across the CMO. Based on rich data from a leadership situation that researchers rarely have access to, this study contributes to the understanding of leadership during extreme situations by illustrating who leads (the emergence of multiple leadership sources), what leaders do (leadership functions), and how leadership plays out over time and across levels (through dynamic role boundary transgressions).
{"title":"The Emergence of Collective Leadership During a Terrorist Attack: Dynamic Role Boundary Transgressions as Central in Aligning Efforts","authors":"Synnøve Nesse","doi":"10.1177/15480518221115036","DOIUrl":"https://doi.org/10.1177/15480518221115036","url":null,"abstract":"The current article examines the emergence and dynamics of leadership during an extreme situation—a terrorist attack at the foreign subsidiary of a multinational energy corporation—and the crisis response undertaken at the corporate headquarters. The inductive analysis reveals that the in-situ crisis leadership involved impromptu interactions between multiple individuals leading collectively. Multiple sources of leadership emerged to carry out four critical leadership functions, namely strategic framing, ad hoc structuring, relational coping, and instant developing. These functions were carried out by several formal and informal leaders together, enhancing the overall leadership capacity in the crisis management organization (CMO). With increased capacity to lead efforts in different domains came specialization, which could have led to misalignment and fragmentation. But this was avoided by leaders acting as “role boundary transgressors,” expanding the boundaries of their responsibilities across roles, functions, and levels to foster the alignment of collective efforts across the CMO. Based on rich data from a leadership situation that researchers rarely have access to, this study contributes to the understanding of leadership during extreme situations by illustrating who leads (the emergence of multiple leadership sources), what leaders do (leadership functions), and how leadership plays out over time and across levels (through dynamic role boundary transgressions).","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"461 - 485"},"PeriodicalIF":4.8,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42861192","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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