Leadership: Difference between revisions

Jump to navigation Jump to search
VisualWikitext
m (organized duplicate citations)
Line 320: Line 320:
Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref>  
Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref>  


Complexity leadership theory has varying descriptions of the forms of leadership.
Complexity leadership theory has varying descriptions of the metathreme of leadership (see table).
{| class="wikitable"


{| class="wikitable"
|+ Leadership metathemes described by complexity leadership and their mapping to Bass and Bass leadership framework
 
! Bass & Bass framework<ref>Bass, B. J., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, & managerial implications (4th ed.). New York, NY: Free
Press. {{ISBN|978-0743215527}}</ref>
! Uhl-Bien and Arena, 2018<ref name="Uhl-Bien,Arena.2018">{{Cite journal| doi = 10.1016/j.leaqua.2017.12.009| issn = 1048-9843| volume = 29| issue = 1| pages = 89–104| last1 = Uhl-Bien| first1 = Mary| last2 = Arena| first2 = Michael| title = Leadership for organizational adaptability: A theoretical synthesis and integrative framework| journal = The Leadership Quarterly| accessdate = 2018-05-29| date = 2018-02-01| url = http://www.sciencedirect.com/science/article/pii/S104898431730111X}}</ref>
! Uhl-Bien and Arena, 2018<ref name="Uhl-Bien,Arena.2018">{{Cite journal| doi = 10.1016/j.leaqua.2017.12.009| issn = 1048-9843| volume = 29| issue = 1| pages = 89–104| last1 = Uhl-Bien| first1 = Mary| last2 = Arena| first2 = Michael| title = Leadership for organizational adaptability: A theoretical synthesis and integrative framework| journal = The Leadership Quarterly| accessdate = 2018-05-29| date = 2018-02-01| url = http://www.sciencedirect.com/science/article/pii/S104898431730111X}}</ref>
! Hazy and Pottras, 2018<ref name="Haze,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
! Hazy and Pottras, 2018<ref name="Haze,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
|-
|-
| Entrepreneurial leadership<br/>(formerly called Adaptive leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
|style="font-weight:bold;" |Change leadership
| Entrepreneurial leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
| Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
|-
|-
| Enabling leadership
|
| Enabling leadership<br/>(details below<ref name="Uhl-Bien,Arena.2017"/>)
|
|-
|-
|style="font-weight:bold;" |Task leadership
| Operational leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Operational leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
| Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
|-
|-
|
|style="font-weight:bold;" |Relational leadership
|  
| Community building
| Community building
|}
|}
Line 351: Line 360:


Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref> Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:<ref name="Hazy,Uhl-Bien.2015">Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. {{doi|10.1177/1742715013511483}}</ref>
Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref> Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:<ref name="Hazy,Uhl-Bien.2015">Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. {{doi|10.1177/1742715013511483}}</ref>
# Generative
# Generative (information gathering/generative/adaptive functions)
# Administrative
# Administrative (information using/convergence/administrative functions)
# Community-building
# Community-building
# Information gathering
# Information gathering

Revision as of 19:34, 3 March 2019

Template:Tocright Editor-In-Chief: C. Michael Gibson, M.S., M.D. [1]Robert G. Badgett, M.D.[2]

Leadership is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".[1]

Leadership development in health care is perceived as being many years behind that of other industries.[2]

Leadership affects organizational performance - about 5% to 20% of variation in profitability is accounted for by leadership[3].

Evidence-based management

A gap between what research shows and managers practice has been noted[4][5][6][7].

Management students in Australia view evidence-based management (EBMgt) in one of 4 ways[8]:

  • EBMgt as an unrealistic way of doing management. 12% or respondents
  • EBMgt as a way of doing management in particular situations. 34% or respondents
  • EBMgt as a generally useful way of doing management. 45% or respondents
  • EBMgt as an ideal way of being a manager. 9% or respondents

Evidence-based management (EBMgt) has been advocated to improve management practices[9] and measurement[10]. This is based on the success of evidence-based medicine and has been called the management-as-medicine motif (MAMM)[11]. Concern about the approach of EBMgt has been based on a Cochrane Collaboration review of nursing turnover[12] that focused only on randomized data[11].

Concerns exists about how well MBA programs[13], bridge and practitioner journals[14], and textbooks[15] teach EBMgt. Perhaps as a result, a gap has been documented between research and human resources practioners[16].

Systematic reviews have been encouraged as alternative to narrative reviews for summarizing evidence in business and management research.[17]

High-Performance Work Practices (HPWP)

HPWPs are human resource practices that[18][19] [20]:

  • "increase employees’ knowledge, skills, and abilities (KSAs)"
  • "empower employees to leverage their KSAs for organizational benefit"
  • "increase their motivation to do so"

The following early study of HPWP have been found to affect employee outcomes (turnover and productivity) and measures of corporate financial performance[21]

Employee skills and organizational structures

  • What is the proportion of the workforce who are included in a formal information sharing program (e.g.. a newsletter)?
  • What is the proportion of the workforce whose job has been subjected to a formal job analysis?
  • What proportion of non-entry level jobs have been filled from within in recent years?
  • What is the proportion of the workforce who are administered attitude surveys on a regular basis?
  • What is the proportion of the workforce who participate in Quality of Work Life (QWL) programs, Quality Circles (QC). and/or labor-management participation teams?
  • What is the proportion of the workforce who have access to company incentive plans, profit-sharing plans, and/or gain-sharing plans?
  • What is the average number of hours of training received by a typical employee over the last 12 months?
  • What is the proportion of the workforce who have access to a formal grievance procedure and/or complaint resolution system?
  • What proportion of the workforce is administered an employment tesi prior to hiring?

Employee motivation

  • What is the proportion of the workforce whose performance appraisals are used to determine their compensation?
  • What proportion of the workforce receives formal performance appraisals?
  • Which of the following promotion decision rules do you use most often? (a) merit or performance rating alone; (b) seniority only if merit is equal; (c) seniority among employees who meet a minimum merit requirement; (d) seniority.
  • For the five positions that your firm hires most frequently, how many qualified applicants do you have per position (on average)?

High-Performance Work Practices have been more recently proposed by the United States [Agency for Healthcare Research and Quality] (AHRQ)[22][20]. These include: Subsystem #1: Engaging Staff

  • Conveying mission and vision
  • Information sharing
  • Employee involvement in decision-making. Defined by the AHRQ as " Practices supporting employees' ability to influence the “decisions that matter” through mechanisms such as quality circles, process project teams, management/town hall meetings, and/or suggestion systems." "2007). Employee surveying and visibly acting on survey results also fit into this practice category."[20]
  • Performance-contingent compensation

Subsystem #2: Acquiring and Developing Talent

  • Rigorous recruiting
  • Selective hiring
  • Extensive training
  • Career development

Subsystem #3: Empowering the Frontline. Defined by the AHRQ as "These practices most directly affect the ability and motivation of frontline staff, clinicians in particular, to influence the quality and safety their care team provides."

  • Employment security
  • Reduced status distinctions
  • Teams/decentralized decisionmaking

Subsystem #4: Aligning Leaders. Defined by the AHRQ as "These practices influence the capabilities of the organization's leadership in running and evolving the organization as a whole."

  • Management training linked to organizational needs. Defined by the AHRQ as "Practices involving the alignment of leadership development resources with the strategic direction of the organization. Examples include use of core competency models and/or incorporation of goals to guide training, assessment, and feedback programs."
  • Succession planning
  • Performance-contingent compensation

A meta-analysis in 2006 has shown the effectiveness of HPWPs for five dimensions of organizational performance measures: [19]:

  • productivity
  • retention
  • accounting returns
  • growth
  • market returns

Selection and development of leaders

Individuals with promotive voices rather than a prohibitive voice are more likely to become leaders, especially if they are male[23].

Evolutionary biology may partly explain selection of leaders[24].

One study has validated the Peter Principle[25].

"Emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders" according to eye-tracking studies of teams.[26]

Personality traits

Among the following 'Big five' personality traits[27]:

  • Openness to experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism

Narcissism may be selected for.[28][29]

Dunning-Kruger effect in hospital administrators[30]

Dunning-Kruger effect

The selection for narcissism may be related to the Dunning-Kruger effect which has been noted to occur in the self-assessment of leadership skills.[30][31][32][33][34]

Aphorisms about selection of leaders:

  • Peter Principle
  • Dilbert Principle

Core-self evaluation

Core-self evaluation includes[35]:

  • Self-esteem
  • Self-efficacy
  • Locus of control
  • Emotional stability (low neuroticism)


Hypercore self‐evaluation has a positive effect on innovation behavior by leaders; however, selfism and overconfidence has a negative effect[36].


Humility

The harm of narcissism in leaders may be mitigated by humility[37] Humility, predicted by self-expansion theory, has been found to increase self-expansion and self-efficacy of followers[38]. However, humility may not be effective in teams that expect a high power distance or expect dominating leaders.[39]

Masters in Business Administration

CEOs with a MBA may[40][41] or may not[42] underperform other CEOs due to emphasizing short-term business outcomes[43] or personal gain[44] rather than sustainability.[45]

It is not clear that the curricula in masters programs reflect best research[46].

Leadership training

Leadership training can be effective[47].

Leadership styles related to worksite climate

Leadership research is complicated by construct proliferation and construct redundancy[48]

Leadership style affects work climate.

Leadership styles in health care may affect institutional finances, specifically operating margins.[49]

Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.[50]

The terms transactional and transformation were introduced by Weber in 1947.[51] Weber said the charismatic leader was a transformer and the bureaucratic leader was transactional.

Similar concepts are Theory X and Theory Y management by Douglas McGregor in 1960[52]. Theory X is transactional and Theory Y is transformational.

The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass in 1978.[53]

Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.[54]

Bass added the concept of laissez-faire leadership in 1997.[55][56]

Leadership styles may effect burnout of employees[57] and leaders themselves.[58][59].

Laissez-faire

Laissez-faire may be the most common of the destructive leadership patterns[60].

Laissez-faire, in health care, is associated with low subordinate job satisfaction and effort.[61] In other industries, laissez-faire is also associated with reduced team performance[62].

Among physicians, management by passive exception and laissez-faire and may overlap.[63]

Transactional

The transactional style may have arose from early views of leadership:

  • Adam Smith wrote about the worker, “It is the interest of every man to live as much at his ease as he can”.
  • Frederick Taylor later added that the worker “is so stupid that the word ‘percentage’ has no meaning to him, and he must consequently be trained by a man more intelligent than himself.”

Transactional leadership is associated with the following of the Big 5 Personality Traits[64]:

  • Agreeableness
  • Extraversion
  • Openness (insignificant)
  • Conscientiousness (insignificant)
  • Neuroticism (negative association)


When converting from transactional to empowering leadership, teams may transiently function more slowly.[65]

Management by exception: active

Management by exception: passive

Among physicians, management by passive exception and laissez-faire and may overlap and management by passive exception may be within laissez-faire.[63]

Transformational

Transformational leadership has the following dimensions (4 I's), the first two, when combined, are charisma:

  • Idealized influence (role modeling)
  • Inspirational Motivation
  • Individualized Consideration (of followers)
  • Intellectual Stimulation

Transformational leadership is associated with the following of the Big 5 Personality Traits[64]:

  • Extraversion (strongest)
  • Openness
  • Agreeableness
  • Conscientiousness
  • Neuroticism (negative association)

Authentic leadership and ethical leadership may actually be tranformational leadership[48].

This style may be the most effective in healthcare on employee responses and clinical outcomes.[66]

Transformational leadership may increase employee thriving and decrease burnout.[67]

Transformational style may better promote team learning behaviors than a transactional style.[68]

Compared to transformational leadership, in transformational leadership the leader's focus is on the employees rather than the organization.[69]

Transformational leadership may build on transactional leadership, "for transformational leadership to be effective,the leader must first build trust and follower responsiveness on the basis of tangible, transactional processes perceived as fair."[61]

Transformational leadership may cause leader emotional exhaustion and subsequent leader turnover intentions, especially when followers are low in conscientiousness or competence[70].

Enabling or Empowering leadership

Enabling leadership attempts to bridge the needs to innovate and to produce[71][72][73]. Enabling leadership is based on complexity leadership theory[74].

Empowering leadership is defined variably[75][76][77] but includes:

  • Autonomy support[78]. Autonomy adds to mastery.[78] Perceived autonomy is associated with less burnout.[79]

A more detailed summary is proposed by Spreitzer[71]:

  1. The First Discipline: Empower the Person Who Matters Most
  2. The Second Discipline: Continuous Vision and Challenge
  3. The Third Discipline: Continuous Support and Security
  4. The Fourth Discipline: Continuous Openness and Trust
  5. The Fifth Discipline: Continuous Guidance and Control

Similar concepts are[80]:

  • Gardener leadership[81]
  • Servant leadership[82].
  • Three types of leadership that focus on giving employees decision making but may not include giving employees information to guide their decision making.
    • Shared Leadership[83][84]
    • Distributed leadership
    • Participative Leadership[85]
    • Democratic leadership

Empowering leadership may be compatible with AGILE development, which may conflict with command and control leadership[86].

The World Health Organization recommends participatory leadership as one of 4 reforms needed for primary health care, “leadership reforms need to steer away from either ‘command and control’ or ‘laissez-faire disengagement’ towards a participatory style”[87]

In health care administration, physician leaders have difficulty relinquishing control and feel threatened by empowering others[88].

Impact

Shared leadership may improve team performance according to a meta-analysis of 42 studies[89].

Empowering leadership may improve performnce[90][91][75].

Principle of subsidiarity

Subsidiarity is defined as as "the principle that a central authority should have a subsidiary function, performing only those tasks which cannot be performed at a more local level".[92]

Empowering leadership is consistent with the principle of subsidiarity[93].

  • "Just as it is gravely wrong to take from individuals what they can accomplish by their own initiative and industry and give it to the community, so also it is an injustice and at the same time a grave evil and disturbance of right order to assign to a greater and higher association what lesser and subordinate organizations can do. For every social activity ought of its very nature to furnish help to the members of the body social, and never destroy and absorb them."[94]

Measuring empowerment

Multiple instruments are available[95].

The Empowering Leadership Questionnaire (ELQ) has been proposed to measure this style.[96] The ELQ measures either categories:

  1. Coaching
  2. Informing. Examination of the 6 questions in this scale suggest informing here does not fit with information sharing as proposed by complexity science.
  3. Leading By Example
  4. Showing Concern/Interacting with the Team
  5. Participative Decision-Making

Servant leadership can be measure with a 28-item or an abbreviated 7-item servant leadership scale[97]:

  1. My manager can tell if something work-related is going wrong
  2. My manager makes my career development a priority
  3. I would seek help from my manager if I had a personal problem
  4. My manager emphasizes the importance of giving back to the community
  5. My manager puts my best interests ahead of his/her own
  6. My manager gives me the freedom to handle difficult situations in the way that I feel is best
  7. My manager would NOT compromise ethical principles in order to achieve success

Benefits

Empowering leadership is associated with:

  • Performance, organizational citizenship behavior, and creativity according to a meta-analysis as compared transformational leadership and leader–member exchange[98]
  • Creativity and innovative behavior (ρ = .36), contextual performance (ρ = .33), withdrawal behaviors (ρ = .28), and job performance (ρ = .25) according to a meta-analysis.[99]
  • Increased employee intrinsic motivation and creativity[100]
  • Increased productivity by implementing Strategic Human Resource Management (SHRM) as compared to initiating operational improvements[101]
  • Increased knowledge sharing and team efficacy which led to increased performance.[102]
  • Increases work engagement via work meaningfulness[103] or empowering leadership has been proposed for healthcare.[104][105][106]

Servant leadership behavior may be more effective than narcissism[107] and a serving culture is positively related both to restaurant performance and employee job performance[108].

Harm

Servant leadership may be costly to the leader[109]

Two contradictory faces of empowerment are [110]:

  • Enabling
  • Burdening

Contingency or situational theories

In this approach, the role of the leader is contingent on the situation.

This includes:

  • Tannenbaurm's and Schmidt's continuum introduced in 1958[111][112]
  • Hersey's and Blanchard's situational leadership in 1969.[113]
  • Vroon and Yetton's contingency model in 1973[114]
  • Heifetz's Adaptive leadership introduced in 1997[115]

Modulators of impact of leadership styles

Characteristics of subordinates

Regulatory fit theory has found[116]:

  • Subordinates high in locomotion prefer leaders who have "'forceful' leadership style, represented by 'coercive', 'legitimate', and 'directive' kinds of strategic influence'
  • Subordinates high in assessment prefer leaders who have "'advisory' leadership style, represented by 'expert', 'referent', and 'participative' kinds of strategic influence'

Regulatory focus

Regulatory focus theory poses that people vary in their goals[117]:

  • Promotion-focus on hopes and accomplishments, also known as gains
  • Prevention-focus based on safety and responsibilities, also known as non-losses

Focus may also predict jealousy and envy[118].

Core-self evaluation

Core-self evaluation includes[35]:

  • Self-esteem
  • Self-efficacy
  • Locus of control
  • Emotional stability (low neuroticism)

Hypercore-self evaluation predicts job satisfaction and performance[35].

Complexity leadership theory

Complexity science has been proposed as a framework for health care organization since early this century.[119][120]

Complexity leadership theory has varying descriptions of the metathreme of leadership (see table).

Leadership metathemes described by complexity leadership and their mapping to Bass and Bass leadership framework
Bass & Bass framework[121] Uhl-Bien and Arena, 2018[72] Hazy and Pottras, 2018[122][123]
Change leadership Entrepreneurial leadership
(formerly called Administrative leadership[124]) 		Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
Enabling leadership
(details below[74])
Task leadership Operational leadership
(formerly called Administrative leadership[124]) 		Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
Relational leadership Community building

Anderson and McDaniel proposed in 2000 that key leadership tasks are[119][125]:

  1. Relationship building
  2. Loose coupling
  3. Complicating
  4. Diversifying
  5. Sense making (such as positive and negative feedback)
  6. Learning
  7. Improvising
  8. Thinking about the future

A model of of learning based on complexity science has been developed.[126]

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[127][128][129] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:[123]

  1. Generative (information gathering/generative/adaptive functions)
  2. Administrative (information using/convergence/administrative functions)
  3. Community-building
  4. Information gathering
  5. Information using (such as positive and negative feedback)

Uhl-Bien has proposed that tasks of enabling leadership, which is an outgrowth of complexity leadership are[74]:

  • Brokerage - fostering of ideas that are triggered at the intersection of networks
  • Leveraging Adaptive Tension
  • Linking Up - "Creating or energizing network connections that enable information flows, or amplify movements, to feed and fuel emergence."
  • Tags and Attractors - "Listening for language (messages, stories) and symbols (pictures, objects) that ‘stick’ in a system and attract energy & using them to create tags to amplify and channel emergence"
  • Simple Rules
  • Network Closure

Complexity Leadership Theory is consistent with open book management.

Complexity Leadership Theory may be seen as an evolution of Heifetz's adaptive leadership[130]

Complexity Leadership Theory is consistent with knowledge-oriented leadership, which is defined as "an attitude or action, observed or imputed, that prompts the creation, sharing, and utilization of new knowledge in a way that seems to bring a shift in thinking and collective outcomes."[131] These leadership tactics can be measured with 3 concepts:

  • Knowledge-oriented Leadership
  • Knowledge Management Capability (technological, structural, cultural, application, acquisition, sharing)
    • Example: cultural (highest loading questions):
      • My organization takes advantage of new knowledge.
      • My organization quickly applies knowledge to critical competitive needs.
      • My organization quickly links sources of knowledge in solving problems.
  • Open Innovation

Measurement

A survey has been proposed and construct validating. The instrument consists of 10 items in 2 scales[122]. Response format asks frequency that employees observe leadership tactics with Likert responses ranging from 'Never' to an average of daily:

  • Generative (information gathering). Hazy also describes this as "Resilience Leadership Mode...to address risk (variance) by promoting the value potential of optionality"[132]
    • Supporting difference of opinion
    • Providing resources and time to try new things
    • Encouraging learning visits to other organizations
    • Encouraging new approaches
    • Forgiving failure
  • Administrative (information using). Hazy also describes this as "Effectiveness Leadership Mode...to maximize return (expected value) by driving the potential value of efficient operations"[132]
    • Driving accountability
    • Setting objective metrics of success or failure
    • Quieting voices which distract from the purpose
    • Asking people to invest more time and energy
    • Establishing specific targets and deliverables.

Leadership tactics related to worksite innovation

(see enabling leadership and complexity leadership above)

Innovation can be classified as[131][133]:

  • "Inbound OI involves identifying and acquiring knowledge from external sources"
  • "Outbound OI involves exploitation of a firm’s knowledge and technology through commercialization in the external market"

Organizational cultural influences on innovation has been systematically reviewed[134]. Cultural attributes include:

  • Learning culture
  • Adhocracy culture
  • Clan rather than hierarchical culture
  • Low power distance culture

Once tactic to foster innovation is to concentrate on lead users[135] .

Religion and faith in leadership

The role of religion and faith in leadership is being increasingly explored[136][137].


Complications of leadership

Power may lead cerebral changes in those given power[138]. This may lead to hubristic syndrome[139]

The Earned Dogmatism Effect may lead to close-mindedness[140].

Employee turnover

Leadership affects employee turnover[141]

. Rates of employee turnover, especially voluntary turnover, affects organizational performance[142].

See also


References

  1. ↑ Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.
  2. ↑ McAlearney, Ann Scheck. "Leadership development in healthcare: a qualitative study." Journal of Organizational Behavior 27.7 (2006): 967-982. doi:10.1002/job.417
  3. ↑ Crossland, C., & Hambrick, D. C. (2007). How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28(8), 767-789. doi:10.1002/smj.610
  4. ↑ Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics. Academy of Management Journal, 44(2), 340–355. doi:10.5465/3069460
  5. ↑ Rynes, S. L., Brown, K. G., Colbert, A. E., & Hansen, R. A. (2002). Seven Common Misconceptions about Human Resource Practices: Research Findings versus Practitioner Beliefs and Executive Commentary. The Academy of Management Executive (1993-2005), 16(3), 92–103.
  6. ↑ Shapiro, D. L., & Kirkman, B. (2018). It’s Time to Make Business School Research More Relevant. Harvard Business Review.
  7. ↑ Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007). Perceived Causes and Solutions of the Translation Problem in Management Research. Academy of Management Journal, 50(2), 249–266. doi:10.5465/amj.2007.24634433
  8. ↑ Wright, April L.; Irving, Gemma; Hibbert, Paul; Greenfield, Geoff (2018). "Student Understandings of Evidence-Based Management: Ways of Doing and Being". Academy of Management Learning & Education. 17 (4): 453–473. doi:10.5465/amle.2016.0249. ISSN 1537-260X.
  9. ↑ Pfeffer, Jeffrey, and Robert I. Sutton. "Evidence-based management." Harvard business review 84.1 (2006): 62.
  10. ↑ Kelloway, E. K. (2017). Toward evidence-based practice in organizational wellbeing. In The Routledge Companion to Wellbeing at Work. Routledge Handbooks Online. doi:10.4324/9781315665979
  11. ↑ 11.0 11.1 Morrell, Kevin, and Mark Learmonth. "Evidence-based management." The Oxford Handbook of Management (2017): 419. doi:10.1093/oxfordhb/9780198708612.013.21
  12. ↑ Webster J, Flint A (2014). "Exit interviews to reduce turnover amongst healthcare professionals". Cochrane Database Syst Rev (8): CD006620. doi:10.1002/14651858.CD006620.pub5. PMID 25133355.
  13. ↑ Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222
  14. ↑ Rynes, Sara L., Tamara L. Giluk, and Kenneth G. Brown. 2007. “The Very Separate Worlds of Academic and Practitioner Periodicals in Human Resource Management: Implications for Evidence-Based Management.” Academy of Management Journal 50 (5): 987–1008. doi:10.5465/amj.2007.27151939
  15. ↑ Aguinis, Herman, Ravi S. Ramani, Nawaf Alabduljader, James Bailey, and Joowon Lee. 2018. “A Pluralist Conceptualization of Scholarly Impact in Management Education: Students as Stakeholders.” Academy of Management Learning & Education, August. doi:10.5465/amle.2017.0488
  16. ↑ Rynes, S. L., Colbert, A. E., & Brown, K. G. (2002). HR Professionals’ beliefs about effective human resource practices: correspondence between research and practice. Human Resource Management, 41(2), 149–174. doi:10.1002/hrm.10029
  17. ↑ Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. doi:10.1111/1467-8551.00375
  18. ↑ U.S. Department of Labor. (1993). High performance work practices and firm performance. Washington, DC: U.S. Government Printing Office
  19. ↑ 19.0 19.1 Combs, James; Liu, Yongmei; Hall, Angela; Ketchen, David (2006). "HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE". Personnel Psychology. 59 (3): 501–528. doi:10.1111/j.1744-6570.2006.00045.x. ISSN 0031-5826.
  20. ↑ 20.0 20.1 20.2 Garman AN, McAlearney AS, Harrison MI, Song PH, McHugh M (2011). "High-performance work systems in health care management, part 1: development of an evidence-informed model". Health Care Manage Rev. 36 (3): 201–13. doi:10.1097/HMR.0b013e318201d1bf. PMID 21646880.
  21. ↑ Huselid, Mark A. (1995). "The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance". Academy of Management Journal. 38 (3): 635–672. doi:10.5465/256741. ISSN 0001-4273.
  22. ↑ Appendix 1. Definitions of High-Performance Work Practices. Content last reviewed August 2015. Agency for Healthcare Research and Quality, Rockville, MD. http://www.ahrq.gov/professionals/quality-patient-safety/cusp/clabsi-hpwpreport/clabsi-hpwpap.html
  23. ↑ McLean, Elizabeth et al. The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence. Academy of Management Journal (2018) {doi|10.5465/amj.2016.0148}}}
  24. ↑ Van Vugt, M. (2006). Evolutionary Origins of Leadership and Followership. Personality and Social Psychology Review, 10(4), 354–371. doi:10.1207/s15327957pspr1004_5
  25. ↑ Benson et al (2017). Promotions and the Peter Principle. Benson, Alan and Li, Danielle and Shue, Kelly, Promotions and the Peter Principle (February 12, 2018). Available at SSRN: https://ssrn.com/abstract=3047193 or doi:10.2139/ssrn.3047193
  26. ↑ Gerpott, F. H., Lehmann-Willenbrock, N., Silvis, J. D., & Van Vugt, M. (2017). In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly. doi:10.1016/j.leaqua.2017.11.003
  27. ↑ https://www.ocf.berkeley.edu/~johnlab/bfi.htm
  28. ↑ Mayo. If humble people make better leaders, why do we fall for charismatic narcissists. Harvard Business Review. 2017
  29. ↑ Brunell AB, Gentry WA, Campbell WK, Hoffman BJ, Kuhnert KW, Demarree KG (2008). "Leader emergence: the case of the narcissistic leader". Pers Soc Psychol Bull. 34 (12): 1663–76. doi:10.1177/0146167208324101. PMID 18794326.
  30. ↑ 30.0 30.1 Van Velsor, E., Taylor, S., & Leslie, J. B. (1993). An examination of the relationships among self‐perception accuracy, self‐awareness, gender, and leader effectiveness. Human Resource Management, 32(2‐3), 249-263. doi:10.1002/hrm.3930320205
  31. ↑ Giambatista, Robert C., and J. Duane Hoover. "An Exploration of Overconfidence in Experiential Learning of Behavioral Skills among MBA Students." Developments in Business Simulation and Experiential Learning 41 (2014).
  32. ↑ Bass, Bernard M.; Yammarino, Francis J. (1991). "Congruence of Self and Others' Leadership Ratings of Naval Officers for Understanding Successful Performance". Applied Psychology. Wiley-Blackwell. 40 (4): 437–454. doi:10.1111/j.1464-0597.1991.tb01002.x. ISSN 0269-994X.
  33. ↑ Atwater, Leanne E., and Francis J. Yammarino. "Does self‐other agreement on leadership perceptions moderate the validity of leadership and performance predictions?." Personnel Psychology 45.1 (1992): 141-164. doi:10.1111/j.1744-6570.1992.tb00848.x
  34. ↑ Sheldon, Oliver J., David Dunning, and Daniel R. Ames. "Emotionally unskilled, unaware, and uninterested in learning more: Reactions to feedback about deficits in emotional intelligence." Journal of Applied Psychology 99.1 (2014): 125. doi:10.1037/a0034138
  35. ↑ 35.0 35.1 35.2 Judge, Timothy A.; Bono, Joyce E. (2001). "Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis". Journal of Applied Psychology. 86 (1): 80–92. doi:10.1037/0021-9010.86.1.80. ISSN 1939-1854.
  36. ↑ Stock, Ruth; Groß, Matthias; Xin, Katherine R. (2019). "Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness". Journal of Product Innovation Management. 36 (1): 41–65. doi:10.1111/jpim.12443. ISSN 0737-6782.
  37. ↑ Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100(4), 1203. doi:10.1037/a0038698
  38. ↑ Mao, J., Chiu, C.-Y. (Chad), Owens, B. P., Brown, J. A., & Liao, J. (n.d.). Growing Followers: Exploring the Effects of Leader Humility on Follower Self-Expansion, Self-Efficacy, and Performance. Journal of Management Studies, 0(ja). Template:10.1111/joms.12395
  39. ↑ Hu, J., Erdogan, B., Jiang, K., Bauer, T. N., & Liu, S. (2018). Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. Journal of Applied Psychology, 103(3), 313–323. doi:10.1037/apl0000277
  40. ↑ Miller, D., Xu, X., & Mehrotra, V. (2015). When is human capital a valuable resource? The performance effects of Ivy League selection among celebrated CEOs. Strategic Management Journal, 36(6), 930-944. doi:10.1002/smj.2251
  41. ↑ Miller, D., & Xu, X. (2016). A fleeting glory: Self-serving behavior among celebrated MBA CEOs. Journal of Management Inquiry, 25(3), 286-300. doi:10.1177/1056492615607975
  42. ↑ King, T., Srivastav, A., & Williams, J. (2016). What's in an education? Implications of CEO education for bank performance. Journal of Corporate Finance, 37, 287-308. doi:10.1016/j.jcorpfin.2016.01.003
  43. ↑ Miller, D., & Xu, X. (2017). MBA CEOs, Short-Term Management and Performance. Journal of Business Ethics, 1-16. doi:10.1007/s10551-017-3450-5
  44. ↑ Miller, Danny, and Xiaowei Xu. 2016. “A Fleeting Glory: Self-Serving Behavior Among Celebrated MBA CEOs.” Journal of Management Inquiry 25 (3): 286–300. doi:10.1177/1056492615607975
  45. ↑ Miller, D. (2017). Business education and executive opportunism-The case of MBAs. Revue française de gestion. doi:10.3166/rfg.2017.00143
  46. ↑ Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222
  47. ↑ Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686.
  48. ↑ 48.0 48.1 Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. doi:10.1177/0149206316665461
  49. ↑ Crowe D, Garman AN, Li CC, Helton J, Anderson MM, Butler P (2017). "Leadership development practices and hospital financial outcomes". Health Serv Manage Res. 30 (3): 140–147. doi:10.1177/0951484817702564. PMID 28391712.
  50. ↑ Lewin, Kurt, and Ronald Lippitt. “An Experimental Approach to the Study of Autocracy and Democracy: A Preliminary Note.” Sociometry, vol. 1, no. 3/4, 1938, pp. 292–300. JSTOR, http://www.jstor.org/stable/2785585.
  51. ↑ Weber, Max, Alexander Morell Henderson, and Talcott Parsons. "The theory of social and economic organization, 1st Amer." (1947). ISBN 0684836408
  52. ↑ McGregor D. The Human Side of Enterprise. 1st edition. New York: McGraw-Hill; 1960. 256 p. ISBN 978-0-07-045092-9
  53. ↑ Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
  54. ↑ Bass, MB (1985). Leadership and performance beyond expectations. New York: Free Press.
  55. ↑ Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302
  56. ↑ Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?." American psychologist 52.2 (1997): 130. doi:10.1037/0003-066X.52.2.130
  57. ↑ Shanafelt TD, Gorringe G, Menaker R, Storz KA, Reeves D, Buskirk SJ; et al. (2015). "Impact of organizational leadership on physician burnout and satisfaction". Mayo Clin Proc. 90 (4): 432–40. doi:10.1016/j.mayocp.2015.01.012. PMID 25796117.
  58. ↑ Courtright SH, Colbert AE, Choi D (2014). "Fired up or burned out? How developmental challenge differentially impacts leader behavior". J Appl Psychol. 99 (4): 681–96. doi:10.1037/a0035790. PMID 24490967.
  59. ↑ Arnold KA, Connelly CE, Walsh MM, Ginis KA (2015). "Leadership styles, emotion regulation, and burnout". J Occup Health Psychol. 20 (4): 481–90. doi:10.1037/a0039045. PMID 25844908.
  60. ↑ Aasland; Merethe Schanke; Skogstad; Anders; Notelaers; Guy; Nielsen, Morten Birkeland; & Einarsen, Ståle. (2010). The Prevalence of Destructive Leadership Behaviour. British Journal of Management, 21(2), 438–452. doi:10.1111/j.1467-8551.2009.00672.x
  61. ↑ 61.0 61.1 Xirasagar S, Samuels ME, Stoskopf CH (2005). "Physician leadership styles and effectiveness: an empirical study". Med Care Res Rev. 62 (6): 720–40. doi:10.1177/1077558705281063. PMID 16330822.
  62. ↑ Wellman, N., Newton, D. W., Wang, D., Wei, W., Waldman, D. A., & LePine, J. A. (n.d.). Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership. Personnel Psychology, 0(ja). doi:10.1111/peps.12308
  63. ↑ 63.0 63.1 Xirasagar S (2008). "Transformational, transactional among physician and laissez-faire leadership among physician executives". J Health Organ Manag. 22 (6): 599–613. doi:10.1108/14777260810916579. PMID 19579573.
  64. ↑ 64.0 64.1 Bono JE, Judge TA (2004). "Personality and transformational and transactional leadership: a meta-analysis". J Appl Psychol. 89 (5): 901–10. doi:10.1037/0021-9010.89.5.901. PMID 15506869.
  65. ↑ Lorinkova NM, Pearsall MJ, Sims HP. Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams. ACAD MANAGE J. 2013 Apr 1;56(2):573–96.
  66. ↑ Spinelli RJ (2006). "The applicability of Bass's model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment". Hosp Top. 84 (2): 11–8. doi:10.3200/HTPS.84.2.11-19. PMID 16708688.
  67. ↑ Hildenbrand K, Sacramento CA, Binnewies C (2016). "Transformational Leadership and Burnout: The Role of Thriving and Followers' Openness to Experience". J Occup Health Psychol. doi:10.1037/ocp0000051. PMID 27631555.
  68. ↑ Raes, Elisabeth, et al. "Facilitating team learning through transformational leadership." Instructional Science 41.2 (2013): 287-305. doi:10.1007/s11251-012-9228-3
  69. ↑ Gregory Stone, A., Robert F. Russell, and Kathleen Patterson. "Transformational versus leadership: A difference in leader focus." Leadership & Organization Development Journal 25.4 (2004): 349-361. doi:10.1108/01437730410538671
  70. ↑ Lin S, Scott BA, Matta FK (2018). “The Dark Side of Transformational Leader Behaviors for Leader Themselves: A Conservation of Resources Perspective.” Academy of Management Journal, October. doi:10.5465/amj.2016.1255
  71. ↑ 71.0 71.1 Spreitzer, Gretchen M., and Robert E. Quinn. 2001. A Company of Leaders: Five Disciplines for Unleashing the Power in Your Workforce. 1 edition. San Francisco, Calif: Jossey-Bass. ISBN 978-0-7879-5583-0
  72. ↑ 72.0 72.1 Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89–104. doi:10.1016/j.leaqua.2017.12.009
  73. ↑ Lusiani, M., & Langley, A. (2018). The social construction of strategic coherence: Practices of enabling leadership. Long Range Planning. doi:10.1016/j.lrp.2018.05.006
  74. ↑ 74.0 74.1 74.2 Uhl-Bien, Mary, and Michael Arena. 2017. “Complexity Leadership: Enabling People and Organizations for Adaptability.” Organizational Dynamics 46 (1): 9–20. doi:10.1016/j.orgdyn.2016.12.001
  75. ↑ 75.0 75.1 Seibert, Scott E., Gang Wang, and Stephen H. Courtright. "Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review." (2011): 981. doi:10.1037/a0022676
  76. ↑ Drasgow, 1994 ('Empowered work groups: conceptual and empirical assessment of empowering processes and outcomes in organization': Paper presented as part of a annual meetings of the Society of the Industrial and Organizational Psychologists, TN, U.S.A.
  77. ↑ Manz, C. C. and Sims, H. P. Jr. (1987). 'Leading workers to lead themselves: the external leadership of self- managed work teams', Administrative Science Quarterly, 32, 106-128 JSTOR
  78. ↑ 78.0 78.1 Nix, Glen A., et al. "Revitalization through self-regulation: The effects of autonomous and controlled motivation on happiness and vitality." Journal of Experimental Social Psychology 35.3 (1999): 266-284. doi:10.1006/jesp.1999.1382
  79. ↑ Fernet, Claude, et al. "How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness." European Journal of Work and Organizational Psychology 22.2 (2013): 123-137. doi:10.1080/1359432X.2011.632161
  80. ↑ Meuser, Jeremy D., et al. "A network analysis of leadership theory: The infancy of integration." Journal of Management 42.5 (2016): 1374-1403. doi:10.1177/0149206316647099
  81. ↑ McChrystal GS, Collins T, Silverman D, Fussell C. Team of Teams: New Rules of Engagement for a Complex World. 1 edition. Portfolio; 2015. 289 p. ISBN 1591847486
  82. ↑ Greenleaf, Robert K. "leadership." (1977). Mahwah, NJ: Paulist Press
  83. ↑ D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991. doi:10.1177/0149206314525205
  84. ↑ Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage. ISBN ISBN 1452276765
  85. ↑ Gilson, L., & Agyepong, I. A. (2018). Strengthening health system leadership for better governance: what does it take? Health Policy and Planning, 33(suppl_2), ii1–ii4. doi:10.1093/heapol/czy052
  86. ↑ Rigby, D. Bureaucracy Can Drain Your Company’s Energy. Agile Can Restore It; Harvard Business Review 2018
  87. ↑ Gauld R, Blank R, Burgers J, Cohen AB, Dobrow M, Ikegami N; et al. (2012). "The World Health Report 2008 - Primary Healthcare: How Wide Is the Gap between Its Agenda and Implementation in 12 High-Income Health Systems?". Healthc Policy. 7 (3): 38–58. PMC 3298021. PMID 23372580.
  88. ↑ Stewart, G. L., Astrove, S. L., Reeves, C. J., Crawford, E. R., & Solimeo, S. (2017). Those with the most find it hardest to share: Exploring leader resistance to the implementation of team-based empowerment. Academy of Management Journal, amj-2015 doi:10.5465/amj.2015.1173
  89. ↑ Wang, Danni, David A. Waldman, and Zhen Zhang. 2014. “A Meta-Analysis of Shared Leadership and Team Effectiveness.” Journal of Applied Psychology 99 (2): 181–98. doi:10.1037/a0034531
  90. ↑ D’Innocenzo, Lauren, Margaret M. Luciano, John E. Mathieu, M. Travis Maynard, and Gilad Chen. 2015. “Empowered to Perform: A Multilevel Investigation of the Influence of Empowerment on Performance in Hospital Units.” Academy of Management Journal 59 (4): 1290–1307. doi:10.5465/amj.2013.1073
  91. ↑ D’Innocenzo, Lauren, John E. Mathieu, and Michael R. Kukenberger. 2016. “A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations.” Journal of Management 42 (7): 1964–91. doi:10.1177/0149206314525205
  92. ↑ Oxford English Dictionary. https://en.oxforddictionaries.com/definition/subsidiarity
  93. ↑ Vantrappen, Herman, and Frederic Wirtz. “When to Decentralize Decision Making, and When Not To.” Subsidiarity, Dec. 2017
  94. ↑ Pius XI. “Quadragesimo Anno.” The Holy See, 15 May 1931
  95. ↑ Cheong, Minyoung, Francis J. Yammarino, Shelley D. Dionne, Seth M. Spain, and Chou-Yu Tsai. 2018. “A Review of the Effectiveness of Empowering Leadership.” The Leadership Quarterly, September. doi:10.1016/j.leaqua.2018.08.005
  96. ↑ Arnold, Josh A., et al. "The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors." Journal of Organizational Behavior (2000): 249-269. JSTOR
  97. ↑ Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. doi:10.1016/j.leaqua.2008.01.006
  98. ↑ Lee, Allan, et al. “Empowering Leadership: A Meta-Analytic Examination of Incremental Contribution, Mediation, and Moderation.” Journal of Organizational Behavior, vol. 39, no. 3, Mar. 2018, pp. 306–25. Wiley Online Library, doi:10.1002/job.2220.
  99. ↑ Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies, 1548051817750538. doi:10.1177/1548051817750538
  100. ↑ Zhang, Xiaomeng, and Kathryn M. Bartol. "Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement." Academy of management journal 53.1 (2010): 107-128. doi:10.5465/AMJ.2010.48037118
  101. ↑ Birdi, Kamal, et al. "The impact of human resource and operational management practices on company productivity: A longitudinal study." Personnel Psychology 61.3 (2008): 467-501. doi:10.1111/j.1744-6570.2008.00136.x
  102. ↑ Srivastava, Abhishek, Kathryn M. Bartol, and Edwin A. Locke. "Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance." Academy of management journal 49.6 (2006): 1239-1251. doi:10.5465/AMJ.2006.23478718
  103. ↑ Lee, Michelle Chin Chin, Mohd Awang Idris, and Paul H. Delfabbro. "The Linkages Between Hierarchical Culture and Empowering Leadership and Their Effects on Employees’ Work Engagement: Work Meaningfulness as a Mediator." (2016) doi:10.1037/str0000043
  104. ↑ Trastek VF, Hamilton NW, Niles EE (2014). "Leadership models in health care - a case for servant leadership". Mayo Clin Proc. 89 (3): 374–81. doi:10.1016/j.mayocp.2013.10.012. PMID 24486078.
  105. ↑ Schwartz RW, Tumblin TF (2002). "The power of leadership to transform health care organizations for the 21st-century economy". Arch Surg. 137 (12): 1419–27, discussion 1427. PMID 12470112.
  106. ↑ Feussner JR, Landefeld CS, Weinberger SE (2016). "Change, Challenge and Opportunity: Departments of Medicine and Their Leaders". Am J Med Sci. 351 (1): 3–10. doi:10.1016/j.amjms.2015.10.008. PMID 26802752.
  107. ↑ Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596. doi:10.1111/j.1744-6570.2012.01253.x
  108. ↑ Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2013). Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal, 57(5), 1434–1452. Template:10.5465/amj.2013.0034
  109. ↑ Gillet, J., Cartwright, E., & Vugt, M. van. (2011). Selfish or servant leadership? Evolutionary predictions on leadership personalities in coordination games. Personality and Individual Differences, 51(3), 231–236. https://doi.org/10.1016/j.paid.2010.06.003
  110. ↑ Cheong, Minyoung; Spain, Seth M.; Yammarino, Francis J.; Yun, Seokhwa (2016-08-01). "Two faces of empowering leadership: Enabling and burdening". The Leadership Quarterly. 27 (4): 602–616. doi:10.1016/j.leaqua.2016.01.006. ISSN 1048-9843. Retrieved 2018-03-07.
  111. ↑ Tannenbaum, R. & Schmidt, W. (1958) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101
  112. ↑ Tannenbaum, R. & Schmidt, W. (1973) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101
  113. ↑ Hersey, P. & Blanchard, K. H. (1969). "Life cycle theory of leadership". Training and Development Journal. 23 (5): 26–34.
  114. ↑ Vroom, Victor H.; Yetton, Phillip W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press. ISBN 0-8229-3266-0.
  115. ↑ Heifetz, R. A., & Laurie, D. L. (1997). "The work of leadership". Harvard business review, 75(1), 124. PMID 10174450
  116. ↑ Kruglanski, A. W., Pierro, A., & Higgins, E. T. (2007). Regulatory Mode and Preferred Leadership Styles: How Fit Increases Job Satisfaction. Basic and Applied Social Psychology, 29(2), 137–149. doi:10.1080/01973530701331700
  117. ↑ Brockner, J., & Higgins, E. T. (2001). Regulatory Focus Theory: Implications for the Study of Emotions at Work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. doi:10.1006/obhd.2001.2972
  118. ↑ Andiappan, M., & Dufour, L. (2018). Jealousy at work: A tripartite model. Academy of Management Review. hdoi:10.5465/amr.2016.0299
  119. ↑ 119.0 119.1 Anderson RA, McDaniel RR (2000). "Managing health care organizations: where professionalism meets complexity science". Health Care Manage Rev. 25 (1): 83–92. PMID 10710732.
  120. ↑ Plsek, Paul. "Redesigning health care with insights from the science of complex adaptive systems." Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.
  121. ↑ Bass, B. J., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, & managerial implications (4th ed.). New York, NY: Free Press. ISBN 978-0743215527
  122. ↑ 122.0 122.1 Hazy, J. K., & Prottas, D. J. (2018). Complexity Leadership: Construct Validation of an Instrument to Assess Generative and Administrative Leadership Modes. Journal of Managerial Issues, 30(3), 325.
  123. ↑ 123.0 123.1 Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483
  124. ↑ 124.0 124.1 Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.doi:10.1016/j.leaqua.2007.04.002
  125. ↑ Plsek PE, Wilson T (2001). "Complexity, leadership, and management in healthcare organisations". BMJ. 323 (7315): 746–9. PMC 1121291. PMID 11576986.
  126. ↑ Lanham, Holly Jordan, et al. "Trust and reflection in primary care practice redesign." Health services research 51.4 (2016): 1489-1514. doi:10.1111/1475-6773.12415
  127. ↑ Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems." (2006)
  128. ↑ Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. doi:10.1016/j.leaqua.2007.04.002
  129. ↑ Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033
  130. ↑ Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Available at https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1007&context=managementfacpub
  131. ↑ 131.0 131.1 Jasimuddin, S. M., & Naqshbandi, M. M. (2018). Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals. International Business Review. doi:10.1016/j.ibusrev.2017.12.001
  132. ↑ 132.0 132.1 Hazy, Jim; Prottas, David (2017-08-01). "How Complexity Leadership Enables Both Organizational Efficacy and Resilience". Academy of Management Proceedings. 2017 (1): 11352. doi:10.5465/AMBPP.2017.11352abstract. ISSN 0065-0668. Retrieved 2019-03-03.
  133. ↑ Chesbrough, H. (2003). The logic of open innovation: managing intellectual property. California Management Review, 45(3), 33-58. doi:10.2307/41166175
  134. ↑ Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. {doi|10.1111/1467-8551.00375}}
  135. ↑ von Hippel, Eric (1986). "Lead Users: A Source of Novel Product Concepts". Management Science. 32 (7): 791–805. doi:10.1287/mnsc.32.7.791. ISSN 0025-1909.
  136. ↑ Miller, Kent. “Responding to Fundamentalism: Secularism or Humble Faith?” The Academy of Management Perspectives, Jan. 2018, p. amp.2017.0101. amp.aom.org, doi:10.5465/amp.2017.0101.
  137. ↑ Neubert, Mitchell. “With or Without Spirit: Implications for Scholarship and Leadership.” The Academy of Management Perspectives, Mar. 2018, p. amp.2016.0172. amp.aom.org, doi:10.5465/amp.2016.0172
  138. ↑ Hogeveen J, Inzlicht M, Obhi SS (2014). "Power changes how the brain responds to others". J Exp Psychol Gen. 143 (2): 755–62. doi:10.1037/a0033477. PMID 23815455.
  139. ↑ Owen D, Davidson J (2009). "Hubris syndrome: an acquired personality disorder? A study of US Presidents and UK Prime Ministers over the last 100 years". Brain. 132 (Pt 5): 1396–406. doi:10.1093/brain/awp008. PMID 19213778.
  140. ↑ Ottati, Victor, Erika D. Price, Chase Wilson, and Nathanael Sumaktoyo. 2015. “When Self-Perceptions of Expertise Increase Closed-Minded Cognition: The Earned Dogmatism Effect.” Journal of Experimental Social Psychology 61 (November): 131–38. doi:10.1016/j.jesp.2015.08.003
  141. ↑ Hu, Li‐tze; Bentler, Peter M. (1999). "Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives". Structural Equation Modeling: A Multidisciplinary Journal. 6 (1): 1–55. doi:10.1080/10705519909540118. ISSN 1070-5511.
  142. ↑ Park TY, Shaw JD (2013). "Turnover rates and organizational performance: a meta-analysis". J Appl Psychol. 98 (2): 268–309. doi:10.1037/a0030723. PMID 23244224.


Template:WikiDoc Sources

Retrieved from "https://www.wikidoc.org/index.php?title=Leadership&oldid=1555637"