Rainer Hensel and Ronald Visser
The purpose of this paper is to develop a model to analyse what personality traits impact entrepreneurial cognitive and social strategic decision-making skills, originating from…
Abstract
Purpose
The purpose of this paper is to develop a model to analyse what personality traits impact entrepreneurial cognitive and social strategic decision-making skills, originating from the effectuation framework.
Design/methodology/approach
A total of 128 participants from an entrepreneurial pre-launch programme were assessed by experienced incubator and business coaches. Personality was measured by a Big Five test. Based on a confirmatory factor analysis, the relationships were analysed between personality and three core dimensions of the effectuation framework: the bird-in-hand principle, the crazy quilt principle and the pilot in the plane principle.
Findings
Specific patterns (moderation effects) as opposed to levels of personality traits proved to be relevant. The bird-in-hand and the crazy quilt principles are related to the moderating effect between sensitivity to feedback, sociability and ambition. The pilot in the plane principle was related to the whole pattern of entrepreneurial key qualities embedded in the extraversion domain. Furthermore, relationships of personality with key issues in the effectuation framework were found, examples being reflecting on a high diversity of means or on own talents, conducting a thorough risk analysis and engaging in inspirational networking. The final model revealed a direct positive influence of the capacity to conduct a thorough risk analysis on the overall capacity to apply the effectuation principles.
Research limitations/implications
A limitation of this study is the exclusion of the lemonade principle from the final model. This being based on unsatisfying model fit indices. Another limitation is the cross-sectional design, as well as the chosen research context: the pre-launch entrepreneurial programme.
Practical implications
The research results shed a light on the impact that personality plays in adoption of effectual decision making.
Social implications
The effectuation framework is widely used by individual entrepreneurs, SMEs and start-ups, to design innovative business models or implement an up-scaling strategy.
Originality/value
Little is known about the underlying mechanisms of the effectuation framework. Moreover, evidence-based insights are offered to entrepreneurs that intent to mobilise effectual behaviours.
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Rainer Hensel and Ronald Visser
The purpose of this paper is to develop a model to better understand which personality traits and personal values impact transformational leadership qualities in self-directed…
Abstract
Purpose
The purpose of this paper is to develop a model to better understand which personality traits and personal values impact transformational leadership qualities in self-directed entrepreneurial teams as perceived by team members.
Design/methodology/approach
A cohort consisting of six self-directed entrepreneurial teams was selected. A multi-rater system was applied to assess the perceived transformational leadership qualities. A model was developed, using three dimensions of transformational leadership as dependent variables: inspiring others, stimulating interaction among group members and communicating a strong vision.
Findings
The ability to inspire others was predicted by friendliness, measuring a positive labeling of social phenomena. In addition, two positive moderation effects emerged as being related to inspirational capacities: assertiveness and despondency, and assertiveness and emotional empathy interacted. The second moderation effect also impacted the capacity to stimulate group interaction. The personality traits “modesty” and the personal value “human relations” were negatively related to the perceived capacity to communicate a strong vision. Furthermore, a significant but moderate effect of team membership on the capacity to inspire others respectively stimulate interaction seems to exist.
Practical implications
The research results offer valuable opportunities to enhance or to develop those informal, transformational leadership qualities positively influencing entrepreneurial effectiveness.
Social implications
As entrepreneurship in small, self-directed teams is a popular phenomenon, research results add to the understanding of group interaction related to informal leadership.
Originality/value
Shared or informal transformational leadership in the context of self-directed, entrepreneurial teams is a relatively new phenomenon. Integrating a multi-rater assessment of leadership with personality combines interesting perspectives.
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Jaron Harvey, Anthony Wheeler, Jonathon R.B. Halbesleben and M. Ronald Buckley
In this paper, we suggest a contemporary view of learning during the process of organizational socialization. The relationship between learning and socialization is implicit in…
Abstract
In this paper, we suggest a contemporary view of learning during the process of organizational socialization. The relationship between learning and socialization is implicit in much of the existing socialization literature. In an attempt to make this research more explicit, we suggest a theoretical approach to the actual learning processes that underlie workers’ socialization experiences. In order to accomplish this, we review previous work on socialization, information seeking and feedback seeking during socialization, and learning. In doing so we describe the learning process that underlies socialization, highlighting the beginning of the process, the role of information during the process, and integrating three different types of learning (planned, deutero, and meta) into the process of organizational socialization. In addition, we also discuss the implications of these three types of learning during the process of socialization and directions in future research on the socialization process.
Kaylee J. Hackney and Pamela L. Perrewé
Research examining the experiences of women in the workplace has, to a large extent, neglected the unique stressors pregnant employees may experience. Stress during pregnancy has…
Abstract
Research examining the experiences of women in the workplace has, to a large extent, neglected the unique stressors pregnant employees may experience. Stress during pregnancy has been shown consistently to lead to detrimental consequences for the mother and her baby. Using job stress theories, we develop an expanded theoretical model of experienced stress during pregnancy and the potential detrimental health outcomes for the mother and her baby. Our theoretical model includes factors from multiple levels (i.e., individual, interpersonal, sociocultural, and community) and the role they play on the health and well-being of the pregnant employee and her baby. In order to gain a deeper understanding of job stress during pregnancy, we examine three pregnancy-specific organizational stressors (i.e., perceived pregnancy discrimination, pregnancy disclosure, and identity-role conflict) that are unique to pregnant employees. These stressors are argued to be over and above the normal job stressors experienced and they are proposed to result in elevated levels of experienced stress leading to detrimental health outcomes for the mother and baby. The role of resilience resources and learning in reducing some of the negative outcomes from job stressors is also explored.
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Ronald Deckert, Felix Heymann and Maren Metz
Game-based learning or simulation-based learning – especially Serious Games – are notions of the contemporary discourse on digitalisation in the higher education sector in…
Abstract
Game-based learning or simulation-based learning – especially Serious Games – are notions of the contemporary discourse on digitalisation in the higher education sector in Germany. These methods offer a more vivid and motivating learning context and they help to improve important competencies for reaching work-related higher education goals. This explorative study focuses on experts’ experiences with digital and non-digital serious games and their contribution towards developing self, social and management competencies, in the Bundeswehr Command and Staff College in Hamburg (Germany). Whilst there are numerous opportunities for using serious games in higher education, their use creates barriers for addressing social, as well as leadership/management competencies. In the future, game-based learning – and more specifically, digital game-based learning – could challenge the relation between learning as hard work and learn for fun, and between explicit and goal-oriented learning and implicit, incidental and explorative learning.
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This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are…
Abstract
Purpose
This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are reviewed and discussed in a leadership context.
Design
The social functions of fear, anger, and sadness are first presented. Following each emotion, the target of emotional expression – both other-directed (i.e., targeting followers and/or emotion-eliciting events) and self-directed (i.e., targeting leader) – is further discussed.
Findings
A symmetrical assumption has emerged over recent years that positive emotions result in positive outcomes and negative emotions lead to negative outcomes. In practice, the realities of organizational life and leader–follower interactions do not reflect such a neat juxtaposition. Positively valenced emotions can yield negative outcomes, and negatively valenced emotions can bring about positive outcomes.
Research Implications
Unpleasant emotions – fear and sadness, in particular – remain understudied in organizational and leadership literature, even though leaders experience these emotions just like the rest of us. This review offers ideas, through the combination of psychological and leadership research, on how social functions of dreaded emotions, including fear, anger, and sadness, can yield desirable leadership outcomes.
Originality/Value
This chapter provides a review on unpleasant emotions (i.e., fear, anger, and sadness) that are rarely discussed and underresearched in leadership literature.
Christophe Haag and Marion Wolff
Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally…
Abstract
Purpose
Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.
Study Design/Methodology/Approach
40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).
Findings
The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.
Originality/Value
Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.
Research Limitations
It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).
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David E. Caughlin and Talya N. Bauer
Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data…
Abstract
Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data visualizations have become more accessible and more efficient to generate. In fact, virtually all enterprise resource planning and human resource (HR) information system vendors offer off-the-shelf data visualizations as part of decision-support dashboards as well as stand-alone images and displays for reporting. Plus, advances in programing languages and software such as Tableau, Microsoft Power BI, R, and Python have expanded the possibilities of fully customized graphics. Despite the proliferation of data visualization, relatively little is known about how to design data visualizations for displaying different types of HR data to different user groups, for different purposes, and with the overarching goal of improving the ways in which users comprehend and interpret data visualizations for decision-making purposes. To understand the state of science and practice as they relate to HR data visualizations and data visualizations in general, we review the literature on data visualizations across disciplines and offer an organizing framework that emphasizes the roles data visualization characteristics (e.g., display type, features), user characteristics (e.g., experience, individual differences), tasks, and objectives (e.g., compare values) play in user comprehension, interpretation, and decision-making. Finally, we close by proposing future directions for science and practice.
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Stakeholder paradigm has been gaining currency over the past few decades and technological breakthroughs have been influential in building its momentum. Hyper-Transparency is…
Abstract
Stakeholder paradigm has been gaining currency over the past few decades and technological breakthroughs have been influential in building its momentum. Hyper-Transparency is emerging as a building block and as an indispensable concomitant of stakeholder paradigm. The crux of a Hyper-Transparent organization is trust. The new paradigm requires substituting translucent and opaque business practices with fully transparent ones under which lasting trust can be built between the organization and its stakeholders. However, the nub of the stakeholder paradigm is the changes inside the organizations as well as changes in relation to their external environment, and transparency is both a driver and a resultant of these changes. Transparency is an integral part of corporate social responsibility debate and an eristic issue for the stakeholders. Moreover, Hyper-Transparency empowers the stakeholders to considerably influence the decision making sphere. In this chapter, transparency, its drivers and tools as well as the power of stakeholders in the new age of Hyper-Transparency alongside a number of case studies are presented.