Wiley W. Souba and Matthew H. Souba
Each of us has an implicit leadership theory, a mental model we are largely unaware of, that represents the skills, traits, and qualities that define effective leaders. Curiously…
Abstract
Each of us has an implicit leadership theory, a mental model we are largely unaware of, that represents the skills, traits, and qualities that define effective leaders. Curiously, the peer- reviewed literature has reported almost exclusively on the ideal attributes of leaders, overlooking the axiomatic and taken-for-granted views people have about the activity we colloquially refer to as “leadership.” Some of these beliefs about leadership are so common and accepted as true that challenging them is counterintuitive, yet they can limit organizational effectiveness. In this article, we discuss four common leadership misunderstandings that contribute to the fabric of our self-evident, unexamined common sense view of leadership. Challenging these misconceptions provides the opportunity to create a new paradigm of leadership, one that could enhance organizational performance.
Gordon Bowen, Richard Bowen, Deidre Bowen, Atul Sethi and Yaneal Patel
Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these…
Abstract
Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these technologies are emerging technologies that require IT skills, which are scarce and will exacerbate the battle for talent between organisations. Filling the talent gap will necessitate global hiring, which has implications for organisational culture, cultural diversity and organisational leadership. Organisational cultural mix is an important contributor to leadership decision-making. However, decision-making is underpinned by trust. Blockchain is an emerging technology that has the potential to engender organisational trust in decision-making and, by extension, in the leadership with the ‘right’ organisational culture. Smart cities will be required to leverage emerging technologies to give business performance a competitive advantage and use emerging technologies’ applications to build a sustainable competitive advantage.
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Arnold Bacigalupo, James Hess and John Fernandes
The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency…
Abstract
Purpose
The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center.
Design/methodology/approach
Myers‐Briggs, FIRO‐B, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and action‐oriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution.
Findings
The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a high‐performance organization with relationships based upon trust and mutual respect.
Originality/value
OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.
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Gillian King, Nicole Thomson, Mitchell Rothstein, Shauna Kingsnorth and Kathryn Parker
One of the major issues faced by academic health science centers (AHSCs) is the need for mechanisms to foster the integration of research, clinical, and educational activities to…
Abstract
Purpose
One of the major issues faced by academic health science centers (AHSCs) is the need for mechanisms to foster the integration of research, clinical, and educational activities to achieve the vision of evidence-informed decision making (EIDM) and optimal client care. The paper aims to discuss this issue.
Design/methodology/approach
This paper synthesizes literature on organizational learning and collaboration, evidence-informed organizational decision making, and learning-based organizations to derive insights concerning the nature of effective workplace learning in AHSCs.
Findings
An evidence-informed model of collaborative workplace learning is proposed to aid the alignment of research, clinical, and educational functions in AHSCs. The model articulates relationships among AHSC academic functions and sub-functions, cross-functional activities, and collaborative learning processes, emphasizing the importance of cross-functional activities in enhancing collaborative learning processes and optimizing EIDM and client care. Cross-functional activities involving clinicians, researchers, and educators are hypothesized to be a primary vehicle for integration, supported by a learning-oriented workplace culture. These activities are distinct from interprofessional teams, which are clinical in nature. Four collaborative learning processes are specified that are enhanced in cross-functional activities or teamwork: co-constructing meaning, co-learning, co-producing knowledge, and co-using knowledge.
Practical implications
The model provides an aspirational vision and insight into the importance of cross-functional activities in enhancing workplace learning. The paper discusses the conceptual and empirical basis to the model, its contributions and limitations, and implications for AHSCs.
Originality/value
The model’s potential utility for health care is discussed, with implications for organizational culture and the promotion of cross-functional activities.
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Tsfira Grebelsky-Lichtman and Michal Gur-Dick
The purpose of the present study is to explore multimodal, i.e. verbal and nonverbal, gendered communication patterns of female physicians in senior management positions…
Abstract
Purpose
The purpose of the present study is to explore multimodal, i.e. verbal and nonverbal, gendered communication patterns of female physicians in senior management positions (governmental and health authorities) during a crisis.
Design/methodology/approach
Using a mixed multi-variable design, repeated ANOVA tests, and planned contrasts, the authors analyzed television appearances of 20 female physicians in senior management positions during the COVID-19 crisis (March/2020-April/2021).
Findings
The findings revealed patterns of mixed-gendered communication structures. Verbally, female physicians primarily displayed a masculine/agentic communication style of assertiveness, control, confidence and rationality. Nonverbally, however, they expressed a feminine/communal communication style of emotional attention, interpersonal sensitivity, responsiveness, kindness and empathy. Moreover, the analysis delineated integrated multimodal constructive vs. inhibitive communication strategies for crisis communication of female physicians in senior management positions.
Research limitations/implications
In the current research the authors did not compare females to males in health management positions, which is their follow-up project, but the authors did examine studies of males and females in management positions in the political sphere, which supported their findings. Therefore, the authors were able to demonstrate theoretical implications of multimodal gendered communication frameworks of feminine leadership.
Practical implications
Delineating verbal and nonverbal gendered communicative structures of effective management in health sectors can help female physicians assume positions of leadership, serve as guide models for other female physicians and contribute to improving effective communication skills during a crisis.
Social implications
This study contributes to the attempts of promoting gender equity in medicine and management by presenting effective communication strategies in medical crises that can help to promote female physicians’ messages development, social influence, leadership and management success in the future.
Originality/value
This article presents constructive, multimodal gendered communication frameworks of female physicians in senior management positions used in television appearances during the global COVID-19 crisis. Most previous studies in this area have examined either verbal or nonverbal communication mode. The value of this multimodal examination provides insights that may enhance constructive communication of female physicians in senior management positions during a crisis.