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Tornero-Aguilera JF, Stergiou M, Rubio-Zarapuz A, Martín-Rodríguez A, Massuça LM, Clemente-Suárez VJ. Optimising Combat Readiness: Practical Strategies for Integrating Physiological and Psychological Resilience in Soldier Training. Healthcare (Basel) 2024; 12:1160. [PMID: 38921275 PMCID: PMC11202720 DOI: 10.3390/healthcare12121160] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/04/2024] [Revised: 05/16/2024] [Accepted: 06/05/2024] [Indexed: 06/27/2024] Open
Abstract
This narrative review examines the intricate psychophysiological interplay between cognitive functions and physical responses within military personnel engaged in combat. It elucidates the spectrum of responses elicited by symmetric and asymmetric warfare alongside specialised combat scenarios, including close-quarters and subterranean warfare. Central to this discourse is the emphasis on integrating training programs beyond physical conditioning to encompass psychological resilience and decision-making efficacy under duress. The exploration further ventures into applying advanced technologies such as virtual reality and wearable devices, highlighting their pivotal role in augmenting training outcomes and supporting soldier health. Through a detailed analysis of psychophysiological variations across different military branches of service, the narrative review advocates for bespoke training regimens and support frameworks tailored to address the unique exigencies of each service branch. Concluding observations stress the importance of evolving military training paradigms, advocating for adopting realistic, immersive training simulations that mirror the complexities of the contemporary battlefield. This synthesis aims to contribute to the ongoing discourse on optimising military training protocols and enhancing the operational readiness and well-being of armed forces personnel. This narrative review is essential for military psychologists, trainers, and policymakers, aiming to bridge the gap between theoretical knowledge and practical implementation in military training programs.
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Affiliation(s)
- José Francisco Tornero-Aguilera
- Faculty of Sports Sciences, Universidad Europea de Madrid, Tajo Street, s/n, 28670 Madrid, Spain; (J.F.T.-A.); (M.S.); (A.R.-Z.); (A.M.-R.); (V.J.C.-S.)
| | - Maria Stergiou
- Faculty of Sports Sciences, Universidad Europea de Madrid, Tajo Street, s/n, 28670 Madrid, Spain; (J.F.T.-A.); (M.S.); (A.R.-Z.); (A.M.-R.); (V.J.C.-S.)
| | - Alejandro Rubio-Zarapuz
- Faculty of Sports Sciences, Universidad Europea de Madrid, Tajo Street, s/n, 28670 Madrid, Spain; (J.F.T.-A.); (M.S.); (A.R.-Z.); (A.M.-R.); (V.J.C.-S.)
| | - Alexandra Martín-Rodríguez
- Faculty of Sports Sciences, Universidad Europea de Madrid, Tajo Street, s/n, 28670 Madrid, Spain; (J.F.T.-A.); (M.S.); (A.R.-Z.); (A.M.-R.); (V.J.C.-S.)
| | - Luís Miguel Massuça
- ICPOL—Police Research Center, Higher Institute of Police Sciences and Internal Security, 1300-663 Lisbon, Portugal
- Centro de Investigação em Desporto, Educação Física, Exercício e Saúde (CIDEFES), Lusófona University, 1749-024 Lisbon, Portugal
- Centre of Research, Education, Innovation and Intervention in Sport (CIFI2D), Faculty of Sport, University of Porto, 4200-450 Oporto, Portugal
| | - Vicente Javier Clemente-Suárez
- Faculty of Sports Sciences, Universidad Europea de Madrid, Tajo Street, s/n, 28670 Madrid, Spain; (J.F.T.-A.); (M.S.); (A.R.-Z.); (A.M.-R.); (V.J.C.-S.)
- Grupo de Investigación en Cultura, Educación y Sociedad, Universidad de la Costa, Barranquilla 080002, Colombia
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Kusuma AR, Syarief R, Sukmawati A, Ekananta A. Factors influencing the digital transformation of sales organizations in Indonesia. Heliyon 2024; 10:e27017. [PMID: 38495167 PMCID: PMC10943358 DOI: 10.1016/j.heliyon.2024.e27017] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/17/2023] [Revised: 02/16/2024] [Accepted: 02/22/2024] [Indexed: 03/19/2024] Open
Abstract
A model that can elaborate the interaction between research variables influencing digital transformation, especially on the performance of sales organizations in Fast-Moving Consumer Goods companies, is fundamental. It allows the decision-makers to take proper action for their companies' optimization. By using Partial Least Squares Structural Equation Modeling (PLS-SEM) to build a model that can describe the interaction between Leadership Model, Organizational Citizenship Behavior, and Sales Management in 346 respondents working in various Fast-moving Consumer Goods companies in Indonesia, the present study found the most respondents were from the Special Capital Region of Jakarta (40.7%). It was found that the Sales Director (50.0%) was the most responsible for digital transformation implementation within the sales organization. Most respondents answered that effectiveness in the company's Internal Business Processes was the primary goal of digital transformation (28.1%). Concerning the success parameters of the digital transformation, Business Processes were the prominent expression of successful implementation (19.4%), with Sales Automation (37.4%) as the main activity in their digital transformation. Three hypotheses with the variables of leadership models, organizational citizenship behavior (OCB), and sales management control, had proven to affect digital transformation positively. Later, in four hypotheses where sales organization performance was set as the dependent variable, it was found that the leadership model influenced organization performance with digital transformation as a mediator. Finally, the last three hypotheses, with variables of sales management control, organizational citizenship behavior, and leadership model, positively influenced organization performance through digital transformation as a mediating variable. Leaders in organizations who carry out digital transformation must ensure that their organizations can respond to disruptions related to the use of digital technology in order for an organization to achieve proper performance.
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Affiliation(s)
- Adhitya Rendra Kusuma
- School of Business, Kampus IPB Gunung Gede, Jalan Raya Pajajaran, Bogor, 16128, West Java, Indonesia
| | - Rizal Syarief
- School of Business, Kampus IPB Gunung Gede, Jalan Raya Pajajaran, Bogor, 16128, West Java, Indonesia
| | - Anggraini Sukmawati
- School of Business, Kampus IPB Gunung Gede, Jalan Raya Pajajaran, Bogor, 16128, West Java, Indonesia
| | - Arry Ekananta
- School of Business, Kampus IPB Gunung Gede, Jalan Raya Pajajaran, Bogor, 16128, West Java, Indonesia
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Gao D, Li S, Guo C. Top management team career experience heterogeneity, digital transformation, and the corporate green innovation: a moderated mediation analysis. Front Psychol 2023; 14:1276812. [PMID: 37954178 PMCID: PMC10637427 DOI: 10.3389/fpsyg.2023.1276812] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/13/2023] [Accepted: 10/12/2023] [Indexed: 11/14/2023] Open
Abstract
Introduction Drawing upon upper echelon theory and the resource-based view, this study employs a moderated mediation model to investigate the moderating role and underlying mechanisms of digital transformation in the influence of top management teams (TMT) on corporate green innovation. Methods Our analysis of panel data from 19,155 Chinese A-share listed companies (2011-2020) demonstrates that TMT career experience heterogeneity has a positive effect on green innovation, a relationship that is further strengthened by digital transformation. Results This study shows the role of digital transformation in amplifying the effects of TMT diversity on green innovation and the crucial role of industry-academia-research collaboration as a mediator. Heterogeneity analysis highlights that non-state-owned enterprises (non-SOEs) show more agility than state-owned enterprises (SOEs) in leveraging heterogeneous TMT to drive green innovation. Conversely, green innovation in SOEs benefits more from digital transformation, which includes both its direct and indirect effects of digital transformation. Enterprises located in non-Yangtze River Economic Belt regions benefit more from digital transformation, demonstrating the importance of a balanced distribution of digital resources. Discussion This study provides novel insights into leveraging inclusive leadership and digital capabilities to enhance ecological sustainability. This study underscores the potential of diversified TMTs and digitalization technology integration to catalyze green innovation, which is critical for environmentally responsible transformation.
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Affiliation(s)
- Daquan Gao
- School of Management, Harbin Institute of Technology, Harbin, China
- Business Division, School of Fashion and Textiles, Hong Kong Polytechnic University, Kowloon, Hong Kong SAR, China
| | - Songsong Li
- School of Management, Harbin Institute of Technology, Harbin, China
| | - Chang Guo
- Faculty of Arts and Social Sciences, Hong Kong Chu Hai College, Tsuen Wan, Hong Kong SAR, China
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Jia J, Yuan S, Wei L, Tang G. When firms adopt sustainable human resource management: A
fuzzy‐set
analysis. HUMAN RESOURCE MANAGEMENT 2023. [DOI: 10.1002/hrm.22164] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/17/2023]
Affiliation(s)
- Junyun Jia
- School of Management Shandong University Jinan China
| | - Shuo Yuan
- Department of Strategy, Entrepreneurship, and Management, Alberta School of Business University of Alberta Edmonton Alberta Canada
| | - Li‐Qun Wei
- Department of Management Hong Kong Baptist University Kowloon Tong, HKSAR China
| | - Guiyao Tang
- School of Management Shandong University Jinan China
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Brunner TJJ, Schuster T, Lehmann C. Leadership's long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity. Front Psychol 2023; 14:988808. [PMID: 36818099 PMCID: PMC9929460 DOI: 10.3389/fpsyg.2023.988808] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/07/2022] [Accepted: 01/13/2023] [Indexed: 02/04/2023] Open
Abstract
Introduction In this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations. Methods Drawing on mid- and top-level mangers' experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the "organisational muscle" to repeatedly deliver service innovations indicating an effective management of technology-driven change. Results and Discussion Taxonomy results show that aggregated dimensions in terms of a digital leader's personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL's "long arm" on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.
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Van Doorn S, Heyden ML, Reimer M. The private life of CEOs; A strategic leadership perspective. THE LEADERSHIP QUARTERLY 2023. [DOI: 10.1016/j.leaqua.2023.101679] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/23/2023]
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Mendenhall ME, Butler FC, Roundy PT, Ehat AF. The formation and preservation of behavioral integration in the top management team of the church of Jesus Christ of latter-day saints. JOURNAL OF MANAGEMENT HISTORY 2022. [DOI: 10.1108/jmh-05-2022-0013] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
Purpose
This paper aims to study the formation and preservation of behavioral integration (BI) in the top management team (TMT) of The Church of Jesus Christ of Latter-day Saints from 1844 to the present.
Design/methodology/approach
An analytically structured history approach within a case exemplar framework is adopted. Theoretical insights are extrapolated from the case study to form a process model of BI formation and preservation in TMTs.
Findings
The findings reveal that three factors primarily influence BI creation (induction, education and cementation) and that BI is preserved via an iterative process that is driven by CEO conservatorship, intentional mentoring and social modeling.
Originality/value
This study investigates an unexplored area in upper echelons theory: the process by which BI is formed and preserved in TMTs and presents a process model of BI formation and preservation that shifts attention in the literature from analyses of the effect of BI on various organizational outcomes to how it can be formed in the first place and then preserved.
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Moreland-Russell S, Farah Saliba L, Rodriguez Weno E, Smith R, Padek M, Brownson RC. Leading the way: competencies of leadership to prevent mis-implementation of public health programs. HEALTH EDUCATION RESEARCH 2022; 37:279-291. [PMID: 36069114 PMCID: PMC9502849 DOI: 10.1093/her/cyac021] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Subscribe] [Scholar Register] [Received: 04/14/2022] [Revised: 08/02/2022] [Accepted: 08/10/2022] [Indexed: 06/15/2023]
Abstract
Public health agencies are increasingly concerned with ensuring that they are maximizing limited resources by delivering effective programs to enhance population-level health outcomes. Preventing mis-implementation (ending effective activities prematurely or continuing ineffective ones) is necessary to sustain public health efforts and resources needed to improve health and well-being. The purpose of this paper is to identify the important qualities of leadership in preventing mis-implementation of public health programs. In 2019, 45 state health department chronic disease employees were interviewed via phone and audio-recorded, and the conversations were transcribed verbatim. Thematic analysis focused on items related to mis-implementation and the manners in which leadership were involved in continuing ineffective programs. Final themes were based on a Public Health Leadership Competency Framework. The following themes emerged from their interviews regarding the important leadership competencies to prevent mis-implementation: '(1) leadership and communication; (2) collaborative leadership (3) leadership to adapt programs; (4) leadership and organizational learning and development; and (5) political leadership'. This first of its kind study showed the close interrelationship between mis-implementation and leadership. Increased attention to public health leader competencies might help to reduce mis-implementation in public health practice and lead to more effective and efficient use of limited resources.
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Affiliation(s)
| | - Louise Farah Saliba
- Prevention Research Center, Brown School at Washington University in St. Louis, 1 Brookings Drive, St. Louis, MO 63130, USA
| | - Emily Rodriguez Weno
- Prevention Research Center, Brown School at Washington University in St. Louis, 1 Brookings Drive, St. Louis, MO 63130, USA
| | - Romario Smith
- Prevention Research Center, Brown School at Washington University in St. Louis, 1 Brookings Drive, St. Louis, MO 63130, USA
| | - Margaret Padek
- Prevention Research Center, Brown School at Washington University in St. Louis, 1 Brookings Drive, St. Louis, MO 63130, USA
| | - Ross C Brownson
- Prevention Research Center, Brown School at Washington University in St. Louis; Department of Surgery, Division of Public Health Sciences, Alvin J. Siteman Cancer Center, Washington University School of Medicine, 660 S. Euclid Ave., St. Louis, MO 63110-1010, USA
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Cunha MPE, Gomes E, Kamoche K, Mair J, Miner A, Tarba S. Improvisation, strategy, and strategic improvisation in emerging markets. EUROPEAN MANAGEMENT REVIEW 2022. [DOI: 10.1111/emre.12543] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
| | | | | | - Johanna Mair
- Hertie School Berlin Germany
- Stanford University Stanford California USA
| | - Anne Miner
- Wisconsin School of Business Madison Wisconsin USA
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10
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Hu J, Dutta T. What's charisma got to do with it? Three faces of charismatic leadership and corporate social responsibility engagement. Front Psychol 2022; 13:829584. [PMID: 35941945 PMCID: PMC9356257 DOI: 10.3389/fpsyg.2022.829584] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/06/2021] [Accepted: 07/01/2022] [Indexed: 11/13/2022] Open
Abstract
In response to both internal and external expectations and pressures, companies increasingly consider corporate social responsibility (CSR) as an essential factor in their strategic planning, but in a very diverse manner. To help synthesize the flourishing research in CSR variation across firms, we propose a three-orientation framework to map out a wide range of CSR strategies in current literature. Furthermore, we emphasize the importance of executive leadership and suggest that differences in leader's values are the key drivers of CSR heterogeneity. This study offers a parsimonious model that maps out three primary pathways between leadership values and CSR strategic configurations. Drawing from charismatic leadership theory, we argue that three distinct types of leader power motives define three modes of leader's strategic decision frames, which, in turn, influence corresponding CSR orientations. Specifically, socialized charismatic leaders favor prosocial decision frame that results in integrative CSR orientation; neutralized charismatic leaders embrace instrumental decision frame leading to strategic CSR mode; and personalized charismatic leaders tend to adopt self-serving CSR strategies driven by the self-serving decision frame. This holistic view advances the knowledge about the micro-foundations of CSR drivers and the essential role of leader values.
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Does Gender Matter? The Relationship Comparison of Strategic Leadership on Organizational Ambidextrous Behavior between Male and Female CEOs. SUSTAINABILITY 2022. [DOI: 10.3390/su14148559] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/10/2022]
Abstract
This paper aims to examine the relationship difference of strategic leadership to organizational ambidextrous behavior between male and female CEOs, taking into account the balancing effect and combined effect of explorative and exploitative behaviors. A quantitative analysis is conducted from demographic data and relevant organizational ambidextrous data of male and female CEOs of listed companies from 2016 to 2020. In total, 226 valid male-female CEOs pairs are used to test whether there is a significant difference on gender between strategic leadership and organizational ambidextrous behavior. The findings revealed that female strategic leaders with an ambidextrous advantage do not behave inferior to males. This study clarifies the intrinsic relationship between female strategic leadership and organizational ambidexterity, affirming the ambidextrous synergistic effect of female executives in corporate strategic decision-making. The presentation of women in top management may contribute to a better organizational performance through balancing and combining ambidextrous activities, and this study calls on upholding the cultural values of gender diversity and inclusiveness, and to focus on merits of female leaders.
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12
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The Online Adapted Transformational Leadership and Workforce Innovation within the Software Development Industry. SUSTAINABILITY 2022. [DOI: 10.3390/su14127408] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/01/2023]
Abstract
Leadership and workforce innovation are the two most glazed over universal phenomenon across time within the management literature. Despite the status of the buzz words, few researchers studied if there is a link between the online leadership behaviors and the de(in)creasing innovativeness of the followers at work. The current research aimed for offering a viable solution for the online-adapted leadership–workforce innovation equation, by answering to the following research question: is online transformative leadership able, and if so, are its instruments sufficient for increasing followers’ organizational and personal innovativeness within an exclusively online work environment? Research used a two-tailed questionnaire as a research instrument and applied it within the IT&C Industry in Iasi, Romania, namely the software development branch. Results were gathered during the first months of the social lockdown due to the COVID-19 pandemic; therefore, the ongoing communication and online work procedures implementation were captured via the subjects’ responses. Data was analyzed by using SemPLS (v3.2.5.) software; results show that transformational leadership instruments, once shifted within an exclusively online working environment, suffer from losing in importance and designated effects. Research provides information in regards to four general hypotheses that prove to be partially supported, sending the reader to the idea that an exclusively online-adapted work environment does not show expected results in terms on transformational leadership, nor workforce innovation. Therefore, online-based transformational leadership instruments need to be reshaped and adapted so that followers correctly perceive their leaders’ actions and behaviors on all the five dimensionalities.
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Vasudevan H. Management and Leadership in the Klang Valley IT Sector: Conceptual Approach. MARKETING AND MANAGEMENT OF INNOVATIONS 2022. [DOI: 10.21272/mmi.2022.3-05] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/28/2022]
Abstract
The aim is to conceptualize what makes for effective leadership in the Klang Valley IT sector. All industries need effective leadership; it ought to be brought up in the workplace. Employee motivation and performance could be improved through effective leadership. Additionally, employees are more committed to the organization, while lowers the turnover rate. Under successful leadership, an organization’s output and revenue can increase. The unethical behaviour by leaders who lack drive, confidence, foresight, and communication skills affects most industries. Perhaps these traits (ethics, motivation, trustworthiness, vision, and good communication) put things in perspective and provide direction as the author takes this challenging journey through a setting that only gets trickier as the person rises to the leadership level within the firm. This study will be able to improve leadership effectiveness through the issues’ goals. About 225 thousand people were working in the Malaysian IT sector. Each hypothesis has been observed and demonstrated. The substantial result was supported for each hypothesis from the previous study. In this instance, the conceptualized study has assessed and carried out fundamental analyses like descriptive, reliability, and validity analysis to determine how dependable the variables are for future research. The findings show that these dimensions (ethics, motivation, trust, vision, and good communication skills) are the essential elements of effective leadership. This study gave organizations and sectors reasons to raise employee levels of effective leadership to meet organizational goals and improve the attitudes and behaviours of leaders. Although there are many opportunities for exciting theoretical advancement and significant policy ramifications in this field of study, strict ethical guidelines must follow to have effective leadership quality in the IT sector. The novel aspect of this study is vision, which is a crucial element of the new leadership strategy. Followers and changes are prepared for their vision and are always necessary for this method.
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Kafetzopoulos D. Ambidextrous leadership: a narrative literature review for theory development and directions for future research. BALTIC JOURNAL OF MANAGEMENT 2021. [DOI: 10.1108/bjm-01-2021-0001] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.
Design/methodology/approach
Data from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.
Findings
It was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.
Research limitations/implications
The ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.
Practical implications
Understanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.
Originality/value
This review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.
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Adobor H, Darbi WPK, Damoah OBO. Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability. JOURNAL OF STRATEGY AND MANAGEMENT 2021. [DOI: 10.1108/jsma-09-2020-0242] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.
Design/methodology/approach
Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.
Findings
Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.
Research limitations/implications
This is a conceptual paper and the authors cannot make any claims of causality.
Practical implications
Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.
Originality/value
The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.
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IT Process Alignment in Business Strategy: Examining the Role of Transactional Leadership and Organization Culture. INFORMATION 2021. [DOI: 10.3390/info12060237] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
Abstract
Information technology (IT) is a competitive path and offers the entrepreneurial opportunity of accumulating business knowledge in capturing consumer behavior. This study employed a conceptual framework to investigate the information processing facet of IT–business alignment under the impact mechanism of transactional leadership in the manufacturing sector of Yunnan Province, China. Specifically, organization culture is taken as a moderating factor extracted from situational theory and has been highlighted as important in previous organizational research. This study aimed at investigating the impact of transactional leadership on IT–business process alignment and studying the moderating effect of organizational culture on the relationship between transactional leadership and IT–business process alignment. The empirical findings reveal that contingent reward and management by exception behaviors of entrepreneurs are significant drivers of IT–business process alignment. Furthermore, market culture had a moderating effect on the relationship between entrepreneurs’ transactional behaviors and IT–business process alignment. Similarly, hierarchy culture exerts a moderating effect on the path between contingent rewarding behavior and IT–business process alignment. Here, it exerts an insignificant moderating effect on the management by exception behavior and IT–business process alignment path. The study findings mainly reveal the association of transactional leadership with IT–business process alignment, along with the moderating role of organizational culture. This study contributes to the literature on business knowledge by showcasing empirical evidence—how information processing aids entrepreneurial behavior to capture market opportunities and consumer behavior.
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Heyden ML, Wilden R, Wise C. Navigating crisis from the backseat? How top managers can support radical change initiatives by middle managers ☆. INDUSTRIAL MARKETING MANAGEMENT 2020; 88:305-313. [PMCID: PMC7274627 DOI: 10.1016/j.indmarman.2020.05.024] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Received: 05/01/2020] [Revised: 05/21/2020] [Accepted: 05/22/2020] [Indexed: 05/28/2023]
Abstract
We advance the premise that to navigate crisis, rather than reactively cutting costs by culling middle management, top managers can benefit from enabling radical change initiatives by middle managers. Contextualizing this idea to the marketing function and the COVID-19 crisis, we ask: How can Chief Marketing Officers (CMOs) support marketing middle managers (MMMs) in initiating radical change in crisis situations? We take the position that marketing managers' distinctive functional influence on radical change is in driving product and service innovations that are new-to-the-firm. We then argue that crisis situations present an opportunity for top and middle managers to rethink assumptions about ‘who does what’ in radical change initiatives from the marketing function, focusing on the underemphasized possibility of MMMs initiating change and CMOs implementing. Building on recent findings on ‘change role reversal’, we unpack the notion that change initiatives may be most effective when middle managers initiate, while top managers implement. This unconventional change route would see CMOs taking a deliberate and supportive back seat in navigating crisis, while MMMs take the wheel in driving radical change initiatives. We identify duties and hurdles to a change role reversal— approach faced by MMMs throughout three stages of innovation-enabled radical change proposed by Burgelman (1991; variation-selection-retention) and chart corresponding roles that CMOs can play to support MMMs: advisor, judge, and guardian. Three tangible final questions addressed to CMOs guide managerial applications, while considerations outside scope are also discussed. We advance the position that the current crisis is an opportunity to rethink strategic and tactical roles of Chief Marketing Officers and marketing middle managers in radical innovation and change. We advance the case for change role reversal to navigate change, executives need to encourage and support marketing middle managers to initiate innovation-led change. We chart three supporting roles that Chief Marketing Officers need to play to address hurdles faced by marketing middle managers in different phases of radical change initiation: Advisor, judge, and guardian. We outline specific challenges faced by CMOs in effectuating a change role reversal approach to navigate crisis. Limitations and supporting activities to effectuate a reverse role change strategy are presented.
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Affiliation(s)
- Mariano L.M. Heyden
- Monash Business School, Department of Management, Monash University, 900 Dandenong Rd, Caulfield East, VIC 3145, Australia
| | - Ralf Wilden
- Macquarie Business School, Department of Marketing, Macquarie University, 3 Management Drive, Sydney, NSW 2109, Australia
| | - Chelsea Wise
- Hyper Anna, 1 York St, Sydney, NSW 2000, Australia
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Roundy PT. Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems. JOURNAL OF LEADERSHIP STUDIES 2020. [DOI: 10.1002/jls.21688] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/03/2023]
Affiliation(s)
- Philip T. Roundy
- Department of Marketing and EntrepreneurshipUniversity of Tennessee at Chattanooga, Gary W. Rollins College of BusinessChattanoogaTNUSA
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