Collective dimensions of leadership: Connecting theory and method.Auteurs:
Ospina, Sonia M.
Foldy, Erica Gabrielle
Fairhurst, Gail T.
Jackson, Brad
Ospina, Sonia M
Fairhurst, Gail T
Bron:
Human Relations; Apr2020, Vol. 73 Issue 4, p441-463, 23p
Jaar van publicatie:
2020
Termen voor onderwerp:
CONCEPTUAL structures
INTERPROFESSIONAL relations
LEADERSHIP
SERIAL publications
ORGANIZATIONAL structure
MANAGEMENT styles
CHANGE management
TEAM building
Trefwoorden verstrekt door auteur:
Collective leadership
distributed leadership
leadership research methods
plural leadership
relational leadership
shared leadership
Uittreksel:
In this introductory article we explain the impetus for creating the Special Issue, along with its goals and the process by which we created it. We present a map of the terrain of collective leadership (CL) that builds on earlier frameworks, recognizing that the terrain is expanding and has become increasingly difficult to traverse. The map is comprised of two axes or dimensions. The first axis, the 'locus of leadership,' captures how scholars conceptualize where to look for manifestations of leadership. That is, does the leadership reside in the group or does it reside in the system? The second axis is the view of 'collectivity' that plots how scholars conceptualize the collective. Do they see it as an empirical type of leadership or a theoretical lens through which to study leadership? We then plot distinctive CL research into four cells, providing definitions and references to empirical work emblematic for each cell. In introducing and summarizing each of the five articles we have selected for this Special Issue, we show where each of these is located on the CL research map, and distil how each provides a clear connection between theory and method in a way that advances our understanding of CL. [ABSTRACT FROM AUTHOR]
Copyright of Human Relations is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
ISSN:
00187267
Aanwinstennummer:
141956761
Database:
Complementary Index
Leiding geven aan veranderingen. (Dutch/Flemish)Taal:
Dutch/Flemish
Auteurs:
Smit-Cornelder, Thalita G. M.
Bron:
Podosophia; Sep2020, Vol. 28 Issue 3, p78-80, 3p
Jaar van publicatie:
2020
ISSN:
09295380
Aanwinstennummer:
145492537
Database:
Complementary Index
Studying the importance of change leadership and change management in layoffs, mergers, and closures.Auteurs:
Holten, Ann-Louise1 (AUTHOR) ann-louise.holten@psy.ku.dk
Hancock, Gregory Robert2 (AUTHOR) ghancock@umd.edu
Bøllingtoft, Anne3 (AUTHOR) anne@mgmt.au.dk
Bron:
Management Decision. 2020, Vol. 58 Issue 3, p393-409. 17p.
Documenttype:
Article
Termen voor onderwerp:
*Change management
*Organizational change
*Leadership
*Layoffs
*Industrial hygiene
Structural equation modeling
Trefwoorden verstrekt door auteur:
Change leadership
Change outcomes
Multisample structural equation modelling
Uittreksel:
Purpose: The purpose of this paper is to investigate the importance of change leadership (informing, communicating, involving and supporting) and change management (reasons and competencies for change) for organisational change processes and their outcomes across public and private organisations. The study includes three specific change situations: first, layoffs; second, mergers; and third, closures, relocations and outsourcing, focusing on how change leadership and change management relate to employees' experience of the change processes and their outcomes across these change situations. Design/methodology/approach: The study is based on panel data forming a representative sample of the Danish working population. A total of 2,120 responses were collected, 1,000 from public organisations and 1,120 from private organisations. Structural equation modelling was used to test the hypotheses. Findings: The study findings show that both change leadership and change management predict positive change experiences and change consequences – and that they do so similarly across public and private sectors. Despite this similarity, the study reveals important sectorial differences, with public sector employees reporting less positive change experiences and consequences. Originality/value: The paper provides valuable knowledge for researchers and public and private leaders interested in the impact of change leadership and change management on change outcomes. [ABSTRACT FROM AUTHOR]
Copyright of Management Decision is the property of Emerald Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Affiliaties auteur:
1Department of Psychology, University of Copenhagen, Copenhagen, Denmark
2Department of Human Development and Quantitative Methodology, University of Maryland, College Park, Maryland, USA
3Department of Management, University of Aarhus, Aarhus, Denmark
ISSN:
0025-1747
DOI:
10.1108/MD-03-2017-0278
Aanwinstennummer:
141626434
Database:
Business Source Ultimate
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