The purpose of this paper is to provide a brief response to Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of…
Abstract
Purpose
The purpose of this paper is to provide a brief response to Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411-432.
Design/methodology/approach
This paper provides a response to a previously published paper “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411-432 and illustrates the implications for leadership evolution in North American health organizations.
Findings
In Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411-432 the authors provide a theoretical model of contemporary leadership suggesting an evolution from “Single Actor Leadership” toward “Dynamic Leadership Networks.” This response to the paper illustrates how their conceptualization serves as a rich observational prism for understanding leadership evolution within North American healthcare organizations.Summative echoes are also observed in an international survey of leaders reported by the IBM foundation. These deductive and illustrative observations reinforce the salience of Kreiger and Zhovtobryukh model's as a timely conceptual lens for scholarly efforts seeking to explore contemporary leadership.
Originality/value
Highlights how the aforementioned paper provides a conceptual lens through which to explore contemporary leadership in a scholarly context.
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Mark Kriger and Yuriy Zhovtobryukh
Most of the thousands of studies of leadership as well as strategic leadership in organizations choose as the unit of analysis the individual leader. This choice runs contrary to…
Abstract
Purpose
Most of the thousands of studies of leadership as well as strategic leadership in organizations choose as the unit of analysis the individual leader. This choice runs contrary to the often-observed fact that organizations have numerous leaders at all levels of the organization – in other words, a network of leaders, which permeates the formal organizational structure. The purpose of this paper is to re-conceptualize strategic leadership by advancing understanding of: the effects of variations in internal complexity and external turbulence and the effects of choices by the strategic leadership based on those variations.
Design/methodology/approach
The paper advocates a network approach to strategic leadership where there is a set of highly dynamic role changes, based on both human and social capital. The typology and propositions in the paper emerged over a period of many years of observation of organizations (direct and indirect) as well as reflection of theories on how strategic leadership actually occurs in medium to large-size profit-oriented organizations.
Findings
The paper proposes a model of strategic leadership based upon four modes of single actor and shared leadership (stars, clans, teams, and leadership networks). The paper sets forth propositions for the situational appropriateness of each of these four forms and identifies avenues for future research to advance the theory.
Originality/value
The paper cross-fertilizes extant research streams in leadership and strategic management to create a contingency theory of strategic leadership that is closer to what executives actually experience in the workplace.
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Mark P. Kriger and Bruce J. Hanson
This paper proposes a set of universal values, drawn from the world’s major religions, which are the basis for creating healthy organizations. These values are argued to be…
Abstract
This paper proposes a set of universal values, drawn from the world’s major religions, which are the basis for creating healthy organizations. These values are argued to be essential to enable both economic and spiritual ideals to thrive and to grow in modern organizations. In addition to articulating these values we propose a set of supporting activities which are necessary to foster these values. The paper is intended to shape and to guide the aspirations of organizations, their leaders and their members – to help them to identify and to articulate desirable values and behaviors rather than reflect currently realized organizational norms.
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Kathryn Goldman Schuyler, with Margaret Wheatley, Otto Scharmer, Ed Schein, Robert E. Quinn, and Peter Senge
– This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds his own impartial comments and places the articles in context.
Findings
The paper proposes a model of strategic leadership based upon four modes of single actor and shared leadership (stars, clans, teams and leadership networks). The paper sets forth propositions for the situational appropriateness of each of these four forms and identifies avenues for future research to advance the theory.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.
Original/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 an easy-to digest format.
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The purpose of this paper is to help leaders to reflect on how to make difficult decisions by developing practical wisdom based on Indian traditions. In complex scenarios, when…
Abstract
Purpose
The purpose of this paper is to help leaders to reflect on how to make difficult decisions by developing practical wisdom based on Indian traditions. In complex scenarios, when leaders are is crisis, they often tend to rush into decisions without proper reflection, rely too heavily on data and analytics, and demonstrate an inability to decide based on subtle, intangible and often very important elements like emotion, intuition and spiritual discernment. In this paper, the author discusses what it means to make wise decisions based on the Hindu concept of discrimination (viveka) – that is, the ability to perceive and make fine distinctions and also to notice and value quality which is very important part of spiritual discernment.
Design/methodology/approach
This paper uses four decision-making scenarios from an Indian epic Mahabharata to cast light on dilemmas that seem to trip up so many twenty-first century leaders. The author draws lessons from the four stories and highlight key challenges in decision making – developing spiritual discernment to support logic based and emotion-laden decision making.
Findings
Allowing crisis to drive decisions, failing to recognize and account for the biases and attachments, and not developing good role clarity keep leaders from making the decisions they need to, from a place of ethical clarity. The subtle but essential spirit of ethical decision making is discernment and quality of discernment increases when leaders develop “viveka” or discrimination capability and use it regularly.
Research limitations/implications
It is important to remember that developing skills in using viveka in discernment suggested in this paper requires “unlearning” some of the beliefs and practices that served leaders in the past. This framework might be thought provoking and rich conceptually but only action and practice using this framework with awareness makes managers wise leaders.
Practical implications
This paper proposes a framework for making difficult decisions and has implications for developing managers and leaders who can make decisions with discernment. Especially in these days of complexity and turbulence, we need to develop people to resolve dilemmas wisely and effectively. The framework for developing discernment by using intuition, instinct and emotions along with data effectively can help leader using this framework make wise decisions. The stories of leadership success and failure in the Mahabharata serve to remind us that reactive or unreflective decision making are not the answer to rapid change and uncertainty. Yet, leaders need to be able to make sound decisions rapidly in a complex and changeable context by paying attention to both explicit and tacit factors. Stories open up other paths to cultivating this ability of paying attention to viveka that is at the root of spiritual discernment. With clear engagement with the role of leader; the will to detach from desired outcomes; and a stance of courage, humility and ethical clarity, we have the tools we need to manage accelerating complexity, whatever its source.
Originality/value
Decision-making process is examined holistically – by bringing in recent developments in brain research along with stories and lessons from an ancient epic from India to recognize that making decisions is complex and important element that distinguishes wise leaders from smart leaders. This paper could help smart leaders gain ethical clarity by developing discernment integrating fine qualities of discrimination.
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Sharda Nandram and Nicole Koster
The purpose of this paper is to describe the case of Buurtzorg Nederland as a good practice example of integrated care, focussing in particular on the organizational aspects of…
Abstract
Purpose
The purpose of this paper is to describe the case of Buurtzorg Nederland as a good practice example of integrated care, focussing in particular on the organizational aspects of its innovation. As the field of integrated care is still in many ways in its infancy, it is hoped that lessons learned could help other agencies and other systems seeking to reform community-based care.
Design/methodology/approach
Drawing on a grounded approach, this case study is based on individual interviews with 38 respondents comprising staff, founder, co-founders, coaches, nurses, clients and a trainer and analysis of internal company reports.
Findings
Based on the case study the authors suggest an integrated approach as the main explanation of the good practice at Buurtzorg rather than a focus on one single concept such as management structure, information and communication technology, community-based care or a patient focus. Next to the multi-level approach it furthermore shows a multi-dimensional approach as explanation for its success. In this perspective the primary process is the leading process but fully supported by the secondary process containing support facilities from a head office of the organization.
Practical implications
Buurtzorg Nederland has been awarded with several prizes for its good management practice in integrated care and attention internationally is growing.
Originality/value
This paper provides the first case study write-up of the Buurtzorg model for an international audience, based on extensive research to be published in an international book.
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Riane Johnly Pio and Johny Revo Elia Tampi
This paper is about the development of research by the author in the past with the topic of the influence of spiritual leadership on ethical behavior, quality of work life (QWL)…
Abstract
Purpose
This paper is about the development of research by the author in the past with the topic of the influence of spiritual leadership on ethical behavior, quality of work life (QWL), job satisfaction, organizational commitment and employee performance.
Design/methodology/approach
This research is categorized as an explanation (explanatory) research that intends to explain the position of the variables that were analyzed, the relationship and influence of one variable with another variable and the data analysis methods used, such as structural equation modeling (SEM). The population under consideration for this study is all nurses working in three hospitals, totaling 292 people.
Findings
The results showed There were significant direct influences of spiritual leadership on quality of work life, spiritual leadership on job satisfaction, quality of work life on job satisfaction, quality of work life on organizational citizenship behavior, job satisfaction on organizational citizenship behavior.
Originality/value
Originality for this paper shows an explanation (explanatory) research and the method used is SEM to find out the influence of spiritual leadership on ethical behavior, QWL, job satisfaction, organizational commitment and employee performance. This is a research case study on nursing staff of a private hospital in North Sulawesi, Indonesia.