Deana M. Raffo and Leigh A. Clark
Leadership is filled with concepts that often do not have an agreed upon definition. The purpose of this paper is to share a learning activity that provokes students’ thinking…
Abstract
Leadership is filled with concepts that often do not have an agreed upon definition. The purpose of this paper is to share a learning activity that provokes students’ thinking about the nature of leadership using six leadership definitions. This activity is a dynamic starting place to explore what leadership is and is not, how it differs from management, a historical perspective of leadership, and students’ diverse perspectives about leadership. This activity is a straightforward, critical thinking exercise that offers a conduit to a deeper understanding that how we define leadership says something about what we value in a leader. We suggest modifications to this definitional exercise and discuss how to use it in different teaching environments.
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Employers are using social networking sites to do background checks on employees and job applicants. Whether or not this is ethical or unacceptable, people posting information about themselves on the internet should be aware of potential consequences.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
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Ralph Williams, W. Randy Clark, Deana M. Raffo and Leigh Anne Clark
Leader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how…
Abstract
Purpose
Leader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how leaders build leader credibility is missing. The present study's purpose is to begin closing that gap by drawing concepts from the literature related to building leader credibility, categorizing them into relevant constructs and building a model. The present study provides a foundation, built from items drawn from peer-reviewed literature, for future research on how leaders build credibility.
Design/methodology/approach
The authors reviewed 66 articles discussing or exploring building leader credibility. From those articles, they drew potential leader credibility antecedents. They analyzed the antecedents, seeking to group them into understandable constructs that provide a building leader credibility model. Seeking nomological validity (evidence that our building leader credibility constructs reflect real-world thinking), they conducted an open-ended survey to compare what practitioners say builds leader credibility to our model.
Findings
The leader credibility antecedents the authors drew from the literature fell into two dimensions: competence and character. The competence antecedents fell into three subdivisions: interpersonal competence, technical competence and leader competence. The character antecedents fell into two subdivisions: character behaviors and character attributes. Responses from our open-ended survey fit our five subdimensions for building leader credibility, providing some nomological validity for our model.
Practical implications
The authors’ model may help practitioners see the big picture of building leader credibility, develop specific tactics for building leader credibility and provide a basis for assessing their building leader credibility approach.
Originality/value
Although leader credibility is vastly researched and leader credibility antecedents are discussed or explored, a big-picture model of building leader credibility is lacking. This study pursues a path previously not taken, developing a credibility-building model drawn from concepts presented in the literature.
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Leigh Anne Liu, Chi-Yue Chiu and Zhi-Xue Zhang
The purpose of this paper is to conceptually distinguish between communal and exchange relationship schemata and analyze their dynamic interactions and transformations in…
Abstract
Purpose
The purpose of this paper is to conceptually distinguish between communal and exchange relationship schemata and analyze their dynamic interactions and transformations in multicultural contexts.
Design/methodology/approach
Drawing on theories of social capital, social exchange, networks and relational models, the authors propose a framework to conceptualize how the communal and exchange relationship schemata can be transformed, integrated and multiplied under contextual influences, especially in culturally complex settings faced by multinational organizations.
Findings
The authors elucidate the dynamic processes of schemata interactions and transformations in relationship management at interpersonal, interorganizational and national levels in a variety of intercultural contexts, including interactions between monoculturals from different cultures and interplay of cultures within biculturals and among multiculturals. The authors explain how schemata integration and fusion can provide competitive advantages in navigating multicultural relationships.
Research limitations/implications
Systematic qualitative and quantitative studies are recommended to further test and refine the proposed ideas regarding the dynamic interactions and transformations of relationship schemata.
Practical implications
This paper presents implications for individuals, country managers and leaders who need to initiate and maintain relationships with culturally different others. The authors highlight the desirability of being aware of one's own relational schema, understanding others' schema, bridging the two schemata as well as fostering integration and fusion of the schemata.
Social implications
The 2020 global pandemic and various social upheavals around the world highlight the urgency of finding effective mental models to manage relationships. The inclusive and adaptive ways of thinking about relationships can potentially facilitate harmonious connections and conflict resolution.
Originality/value
The authors conceptually disentangle two established relationship schemata and offer a model of their dynamic synergetic transformations.
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Nicole Brown and Jennifer Leigh
Due to the diversity of academics engaging with research into higher education, there is no single methodological approach or method that would embody higher education research…
Abstract
Due to the diversity of academics engaging with research into higher education, there is no single methodological approach or method that would embody higher education research. In this chapter, we put forward the case that this is a good thing and argue that higher education research can benefit from fusing existing methodological and theoretical paradigms with more creative, playful and artistic approaches, more commonly associated with sociological or anthropological research and performance-based disciplines. In order to frame this attitude of creativity, playfulness and openness, we start by providing a brief delineation of the research field and methods of higher education research. In this context we introduce the Deleuzoguattarian concept of rhizomes and assemblages to provide the grounding for what we mean by creativity and playfulness, which leads to our proposal of a renewed approach to research into higher education. We draw upon our own work on embodied academic identity and trainee teachers’ perceptions of their placement experiences in order to critically explore the benefits and potential pitfalls of incorporating this creativity and playfulness into higher education research.
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Allison S. Gabriel, David F. Arena, Charles Calderwood, Joanna Tochman Campbell, Nitya Chawla, Emily S. Corwin, Maira E. Ezerins, Kristen P. Jones, Anthony C. Klotz, Jeffrey D. Larson, Angelica Leigh, Rebecca L. MacGowan, Christina M. Moran, Devalina Nag, Kristie M. Rogers, Christopher C. Rosen, Katina B. Sawyer, Kristen M. Shockley, Lauren S. Simon and Kate P. Zipay
Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being…
Abstract
Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.
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Jessica Miller Clouser, Nikita Leigh Vundi, Amy Mitchell Cowley, Christopher Cook, Mark Vincent Williams, Megan McIntosh and Jing Li
Dyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown…
Abstract
Purpose
Dyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown about their benefits and drawbacks. In order to understand their potential impact, we conducted a review of literature evaluating dyad leadership models in health systems.
Design/methodology/approach
Our narrative review began with a search of PubMed, CINAHL, Web of Science and Scopus using key terms related to dyads and leadership. The search yielded 307 articles. We screened titles/abstracts according to these criteria: (1) focus on dyadic leadership model, i.e. physician–nurse or clinician–administrator, (2) set in health care environment and (3) peer-reviewed with an evaluative component of dyadic model. This yielded 22 articles for full evaluation, of which six were relevant for this review.
Findings
These six articles contribute an assessment of (1) teamwork and communication perceptions and their changes through dyad implementation, (2) dyad model functionality within the health system, (3) lessons learned from dyad model implementation and (4) dyad model adoption and model fidelity.
Research limitations/implications
Research in this area remains nascent, and most articles focused on implementation over evaluation. It is possible that some articles were excluded due to our methodology, which excluded nonEnglish articles.
Practical implications
Findings provide guidance for health care organizations seeking to implement dyadic leadership models. Rigorous studies are needed to establish the impact of dyadic leadership models on quality and patient outcomes.
Originality/value
This review consolidates evidence surrounding the implementation and evaluation of a leadership model gaining prominence in health care.
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Ralph Williams Jr, Deana M. Raffo and Leigh Anne Clark
The purpose of this paper is to propose a conceptual model describing potential relationships among transformational leadership, charisma, credibility and organizational…
Abstract
Purpose
The purpose of this paper is to propose a conceptual model describing potential relationships among transformational leadership, charisma, credibility and organizational performance.
Design/methodology/approach
This paper is conceptual, based on a review of current transformational leadership, charisma and credibility literature.
Findings
The authors present a model where credibility is an antecedent of transformational leadership; transformational leadership has a positive effect on organizational performance; and charisma positively moderates the relationship between transformational leadership and organizational performance.
Research limitations/implications
A model to integrate credibility into transformational leadership research is proposed.
Practical implications
This paper considers credibility as an important attribute of transformational leadership, and thus credibility may have significant implications for practitioners in leadership development strategies.
Originality/value
Currently, there is a lack of research on the role of credibility in leadership. The authors discuss the importance of measuring leader credibility and generating a credibility scale.
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Leah Rohlfsen and Jennie Jacobs Kronenfeld
Arthritis is the most prevalent chronic condition in persons ages 65 and older and is projected to increase substantially as the population ages. The purpose of this research is…
Abstract
Arthritis is the most prevalent chronic condition in persons ages 65 and older and is projected to increase substantially as the population ages. The purpose of this research is to assess if age, duration of arthritis, and severity of arthritis exert independent effects on various aspects of the disability process: functional limitations, activities of daily living (ADL) limitations, and instrumental activities of daily living (IADL) limitations. Type of arthritis, socio-demographic factors, behavioral factors, and additional health statuses are also examined. Using longitudinal data from the Health and Retirement study, results show age and severity of arthritis are related to the number of functional limitations one has and to the odds of having ADL and IADL limitations. Duration of arthritis is positively related to functional limitations and to the odds of reporting ADL limitations. Duration of arthritis is not significantly related to IADL limitations, which are strongly linked to performing social roles and have less to do with physical functioning compared to ADL tasks and functional tasks. There is no difference between those with established arthritis compared to those who have had it for a shorter time period, suggesting those with arthritis adapt to social tasks better than physical tasks. The resources used to cope with IADL limitations may be more effective over time compared to those used to cope with functional limitations and ADL disability. Understanding the context of functional limitations and disability among those with arthritis may lead to improved support and care for those living with arthritis.