Mitchell J. Neubert and Bruno Dyck
This paper responds to ongoing calls to develop alternative management theory to guide management practice. In particular, the purpose of the paper is to demonstrate the merit of…
Abstract
Purpose
This paper responds to ongoing calls to develop alternative management theory to guide management practice. In particular, the purpose of the paper is to demonstrate the merit of developing sustainable management theory and organizational practices that parallel conventional management theory and practices. Sustainable theory is based on a variation of virtue theory that seeks to achieve multiple forms of well-being for multiple stakeholders in the immediate as well as distant future. To illustrate the approach, the authors develop a sustainable variation of goal setting theory.
Design/methodology/approach
The paper includes three parts. First, the authors establish the need for developing sustainable management theory (based on virtue theory) that parallels conventional management theory. Second, the authors identify and briefly review the main tenets of goal setting theory and then describe a Sustainable variation of this theory. Finally, the authors discuss the implications of the paper for management and organization theory and practice.
Findings
The conceptual arguments for a sustainable version of goal setting theory based in virtue are supported by research and practitioner examples.
Originality/value
Although there is growing concern regarding the shortcomings of management theory and practice based on a materialist-individualist moral-point-of-view, few alternatives have been discussed in detail. This paper presents an alternative based in virtue theory and illustrates how it relates to goal setting theory and practice.
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Mitchell J. Neubert and Ju‐Chien Cindy Wu
Seeks to examine the psychometric properties and construct validity of the Houghton and Neck Revised Self‐Leadership Questionnaire (RSLQ) in a Chinese context.
Abstract
Purpose
Seeks to examine the psychometric properties and construct validity of the Houghton and Neck Revised Self‐Leadership Questionnaire (RSLQ) in a Chinese context.
Design/methodology/approach
The RSLQ was administered to 559 Chinese employees of a large petroleum transportation company. Analyses included reliability assessments, exploratory and confirmatory factor analyses, and tests of association with creativity and performance.
Findings
The RSLQ did not uniformly generalize to a Chinese context. The best fitting model included the self‐leadership dimensions of goal‐setting, visualizing successful performance, self‐talk, self‐reward, and self‐punishment. The modified RSLQ was positively associated with creativity and in‐role performance.
Research limitations/implications
Although this study supports some components of self‐leadership generalizing to a Chinese context, the results suggest that further validation work is required on the RSLQ.
Practical implications
Managers will be well served to understand which dimensions of self‐leadership are generalizable across cultures, and how to measure the existence and development of such practices.
Originality/value
This research makes a significant contribution to research on self‐leadership by investigating the generalizability of the RSLQ to working adults in a non‐Western culture.
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Rich DeJordy, Brad Almond, Richard Nielsen and W. E. Douglas Creed
In this article, we use the case of religious research universities to explore the presence of multiple institutional logics with the potential for contradiction and conflict. In…
Abstract
In this article, we use the case of religious research universities to explore the presence of multiple institutional logics with the potential for contradiction and conflict. In particular, building on existing research on conflicting institutional logics, we assess the most common forms of resolution (replacement, dominant logic, decoupling, compartmentalization, and coexistence) and identify the potential for a new form of resolution – a transformative outcome that resolves the conflicts through adoption of a superordinate logic. Drawing on the history of Baylor University, we illustrate different forms of resolution, proposing its most recent efforts may represent a transformative outcome. We close by presenting a model for resolving institutional contradictions which suggest some resolutions may trigger cycles of institutionalization and deinstitutionalization when they are inherently unstable because they mitigate rather than resolve the conflict between institutional logics.
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It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their…
Abstract
It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.
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Frank C. Butler and John A. Martin
This chapter explores how stress may manifest among non-family member employees, family member employees, and family firm founders in family firms during the startup phases of the…
Abstract
This chapter explores how stress may manifest among non-family member employees, family member employees, and family firm founders in family firms during the startup phases of the organization. Understanding how stress arises in family firm startups has received limited attention to date. Notably absent in the research is the understanding of how stress arises in non-family member employees, which is important to understand as non-family member employees often outnumber family member employees. As stress increases for the non-family member employee due to issues such as role ambiguity and conflict, negative outcomes resultant from this stress may increase the chances of the employee exhibiting withdrawal behaviors. It is suggested these outcomes increase the stress of the family firm entrepreneur and family members by increasing interrole and interpersonal conflicts and negatively impacting decision-making. These effects on the family members may adversely impact the family firm’s chances of performing well, thus decreasing its chances for survival. Recommendations for future research are also made.
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Dongwon Choi, Minyoung Cheong and Jihye Lee
While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader…
Abstract
Purpose
While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.
Design/methodology/approach
To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.
Findings
The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.
Originality/value
This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.
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Maria J Mendez and John R. Busenbark
– The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.
Abstract
Purpose
The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.
Design/methodology/approach
The leadership influence of 231 members from 28 committees was studied using a social networks methodology. Gender differences in committee members’ directive and supportive leadership influence were analyzed through two ANCOVA tests.
Findings
Results confirm significant differences between men and women’s leadership influence, as rated by their peers, using directive and supportive leader behaviors. Surprisingly, shared leadership has no significant effect on reducing this gender gap.
Research limitations/implications
Results cannot be extrapolated to all other types of groups, since the committees studied have very unique characteristics due to their low typical mutual interaction.
Practical implications
Organizations may need to consider complementary strategies in their group leadership design to prevent the emergence of strong gender gaps when leadership is shared. These strategies could involve training members to recognize gender inequalities in leadership status and assigning leadership roles formally to ensure more equal participation in leadership.
Originality/value
This paper examines the promise of gender equality in shared leadership and provides empirical data that shows that this promise is not being realized.