This conceptual-theoretical article revisits the work of Parry and Hansen on the nature of the organizational story as leadership. The present article is written in the autoethnographic style. The original narrative work is re-examined through the lenses of autoethnography, narrative theory, metaphor/discourse, critical realism and conventional quantitative research. The insights provided by this methodological triangulation are examined. The conclusion is that organizational stories will reflect leadership if they are plausible to the intended audience, give all organizational members an empowered part in the story, have a moral to the story, and have a happy ending. The overarching theme that is proposed is of leadership as the generation of individual hope for a better existence.
This study examines leadership succession among university presidents. Strategy researchers have emphasized that changing leaders is an important organizational decision which is likely to affect the strategic direction of the organization (e.g. Hambrick/Fukuto mi 1991). Using longitudinal data on German university presidents and rectors, three issues are addressed: (1) Presidential tenure is related to selected organizational features. One characteristic to which particular importance is attributed in the succession literature is organizational size. This study analyzes on an organizational level how the office tenure of current university presidents and rectors relates to university size. (2) On the level of the overall university system, a longitudinal study is conducted in order to ...
This paper sketches a theory of computer-mediated leadership, drawing on research on computer-mediated communication (CMC) and leadership. The forecast it makes for computer-mediated forms of leadership is mixed. Leadership interactions that focus on the personal and dyadic level are predicted to be deficient under conditions of CMC as compared with face-to-face interaction. Two notable exceptions are identified. If message or task equivocality is low, CMC can be more efficient than face-to-face interaction. The second exception concerns attributions of charisma: For leaders who present themselves skilfully and strategically in CMC, followers' impressions are hypothesised to become accentuated or hypercharismatic. The above effects are all hypothesised to occur under conditions of high ...
This study empirically relates two important areas of management research: the full-range theory of leadership and the organizational learning process. Specifically, this contribution addresses three issues: (1) the impact of transformational leadership and (2) of transactional leadership on the organizational learning process and (3) whether the influence of transformational leadership is stronger than of a transactional type of leadership. The results show that transformational leadership has a strong impact on all four constructs of organizational learning. A direct impact is evident only regarding information acquisition and behavioural and cognitive changes.
In leadership, trust between superiors and subordinates plays a very important role. This article presents the results of empirical research covering the connection between the level of trust within an organization and leadership styles, which were defined in a dichotomous way (democratic vs. non-democratic). In order to understand the mutual connection between trust and leadership on a deeper level, we selected delegation, communication and control as important elements in the leadership process. The results obtained in the analyses indicate the connection between the level of democracy in leadership styles and the level of formalisation in delegation, communication and the control of the tasks of one's subordinates, as well as the democracy in leadership and the level of trust.
Under the umbrella term "Responsible Leadership" a new research domain has emerged in recent years. It takes on the normative challenges of leading responsibly in a complex and connected global stakeholder society. This paper introduces "Responsible Leadership" as a timely research domain by discussing first, some of the key challenges leaders face in an environment of contested values. Second, why traditional leadership research is unable to meet these challenges and thus to provide orienting knowledge on how to lead responsibly. Third, some of the key sources on research in "Responsible Leadership" are discussed and the paper concludes by sketching out perspectives for research in leadership ethics, addressing emerging research needs and vistas.
... of random coefficient modeling to leadership research. Leadership Quarterly, 13(4), 455-486. . ...
This article introduces a model of productive leadership structures. It is based on the idea that structures should stimulate dialectical processes which activate functional and simultaneously restrict dysfunctional behavioural tendencies of the management team. The structural dialectics are part of a more comprehensive concept called "tensegrity", which, besides the dialectic part, embraces the socio-political conditions in the leadership system which enable dialectic structures to unfold their positive energy. In the second part of the article I present the results of an empirical study conceived to test some basic hypotheses of the theoretical approach.
Based on empirical studies in Romania, Estonia, Germany, and Austria within the GLOBE project, the authors try to answer the question of cultural embeddedness of leadership patterns in an environment of more and more globalised management. Special emphasis is put on the match/mismatch of the observed styles of leadership behaviour of CEO's with regional and global expectations, on the differences and similarities between the examined countries, the influence of transformational settings in the CEE countries, and the prospective changes due to a new generation of managers.
Within new or established social markets the consequences of implicit incentives and institutional interdependences for leadership in social institutions are almost unknown. This article gives an analysis of and opens a discussion on efficiency and cooperation problems in social markets and within social institutions. Both affect conceptions of leadership concerning its main assignment to coordinate and lead highly qualified, specialized Professionals. After a short overview of leadership-conceptions, efficiency in social institutions and social markets will be conceptualized by means of agency theory and transactional cost. With these instruments cooperation problems and interactional dilemmas can be identified by applying cost heuristics and by attributing the effects on residual los...
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