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.
Details
Keywords
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.
Details
Keywords
– 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.