Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Projects and other temporary forms of organizing are different from standard organizational processes. As most leadership theories are based on the assumption of stable organizational environments, the increase in temporary forms of organizing poses specific challenges to leadership theories. We evaluate existing leadership theories in terms of their applicability on temporary environments and identify theories, which are adaptable to temporary settings and therefore may be the basis for empirical investigations in this field. On this basis we derive a research agenda by proposing individual leadership theories and combinations of different leadership approaches to be further assessed in research.     

Improving Leadership Skills in Physicians: A 6‐Month Retrospective Study

The complex medical environment of today calls for physicians to have an array of leadership skills in addition to a thorough knowledge of their specific practice areas. The American College of Obstetrics and Gynecologists (ACOG) Robert C. Cefalo National Leadership Institute is a 3.5‐day intensive leadership development course targeted to physician leaders. A group of 37 physicians completed the ACOG National Leadership Institute in spring of 2013. At course completion and 6‐month postcourse, participants were asked to complete a retrospective pre‐ and posttest of perceived skill levels in 10 targeted competency areas. Course completion and 6‐month postcourse scores indicated statistically significant improvements in scores on all 10 competency areas, which was supported by a Wilcoxon signed‐rank test of median score difference. Qualitative data gathered at the 6‐month postcourse survey provide examples of how participants had applied their skills. The data presented in the current study suggested that intensive, “short‐burst,” experiential leadership training is an effective approach for leadership skills development in physicians.     

From ‘Great’ Leaders to Building Networks: The Emergence of a New Urban Leadership in Southern Europe?

This article reviews the changes that have taken place in local government leadership in France and Spain. It has been argued that political leadership in local government in Southern Europe is characterized by major political leaders who are able to obtain resources from central government through their political connections. However, both French and Spanish local governments have evolved while developing new forms of leadership that are more connected to territory, its people and local issues than to the respective administrative capitals. The article argues that the development of new policies at the local level, the opening of new avenues of citizen participation and the introduction of new methods of public management have changed the relationship between elected representatives and the people. Institutional innovations at the supra‐municipal level have also created a space between regions and municipalities for local leaders to develop their capacity as project leaders and network creators. Cet article examine les changements survenus au niveau de l'autorité gouvernementale locale en France et en Espagne. L'autorité politique dans un gouvernement local du sud de l'Europe se caractérise, assure‐t‐on, par de grands leaders politiques capables d'obtenir des ressources du gouvernement central grâce à leurs relations. Pourtant, les gouvernements locaux français et espagnols ont évolué tout en élaborant des formes originales de leadership, plus proches du territoire, de sa population et des affaires locales que les capitales administratives concernées. La conception de politiques publiques novatrices au plan local, l'ouverture d'autres accès à la participation des citadins et l'introduction de nouvelles méthodes de gestion publique ont modifié le rapport entre représentants élus et population. De plus, des innovations institutionnelles au niveau supra‐municipal ont généré un espace entre régions et municipalités permettant aux leaders locaux de développer leurs aptitudes en tant que chefs de projet et créateurs de réseaux.     

Effect of Knowledge Leadership on Knowledge Sharing in Engineering Project Design Teams: The Role of Social Capital

Knowledge sharing is a precondition for engineering project design teams to achieve an efficient design; however, designers are not always willing to share knowledge with other team members. To improve knowledge sharing, this article investigates the effect of knowledge leadership on knowledge sharing in engineering project design teams by examining the role of social capital. Our results show a significant indirect effect of knowledge leadership on knowledge sharing through the mediating role of social capital. Therefore, effective knowledge sharing depends on knowledge leaders to develop a share vision, and promote a trustworthy and collaborative environment for designers.     

The intensity of incentives in firms and markets: Moral hazard with envious agents

While most market transactions are subject to strong incentives, transactions within firms are often not explicitly incentivized. This paper offers an explanation for this observation based on the assumption that agents are envious and suffer utility losses if others receive higher wages. We analyze the impact of envy on optimal incentive contracts in a general moral hazard model and isolate the countervailing effects of envy on the costs of providing incentives. We show that envy creates a tendency towards flat-wage contracts if agents are risk-averse and there is no limited liability. Empirical evidence suggests that social comparisons are more pronounced among employees within firms than among individuals that interact in markets. Flat-wage contracts are then more likely to be optimal in firms.     

Rediscovering Deep Time: Sustainability and the Need to Re‐Engage With Multiple Dimensions of Time in Leadership Studies

The current article makes the case that increasing our comfort with and responsiveness to extended timescales—both the far future and past—is essential to leadership against the backdrop of wicked challenges that shape the current and future leadership landscape. We offer a loose structure of four dimensions of time—present, near, distant, and deep time—to help advance this work. We frequently fail in thinking about the broader impact of our leadership work for generations to come and to ground that work in our extended, collective history. In order to think about lasting leadership, and particularly when utilizing a framework of sustainability and peace, it is essential that we critically examine our relationship with time and better incorporate it into our leadership theory, practice, development, and education. We need to further develop our ability to relate to and make sound decisions based on an informed consideration of the futures we wish to create and the deep histories that have led us to where we are now.     

平价时装店身处繁华地段的原因——论ZARA销售部门的区位选择

西班牙跨国服饰公司INDITEX的旗舰品牌ZARA,以其优秀的品质和低廉的价格迅速俘获了很多年轻人的心。然而,售价低廉的ZARA却都将专卖店开在租金高昂的高档商业区和繁华的交通枢纽地段,而且每家店铺的占地面积都非常大。从ZARA服饰的品牌特点来看,其销售部门的区位因素主要有繁华地段交通便利、人口密集、经济发达、对新事物的接受力高以及周围品牌的对比效应显著等。可见,ZARA销售部门的区位选择是符合区位选择理论的。     

<Emphasis Type="Italic">Employment with a Human Face</Emphasis>: The Author Responds

In this article, the author of Employment with a Human Face: Balancing Efficiency, Equity, and Voice responds to the four commentary essays that appeared in the June 2005 issue of this journal.     

<Emphasis Type="Italic">Notes and Comments:</Emphasis> Profitability in a multiple strategy market

The link between martingales and arbitrage is well-known in financial theory: arbitrage is not available if and only if there exists an equivalent measure such that the discounted prices are martingales with respect to this measure (MME). As a consequence, under MME, any previsible (non-anticipative) strategy cannot have secure (without risk) profit. Moreover, a careful reading of a bootstrap proof of the first fundamental theorem of asset pricing (see Schachermeier (1992)) underlines the fact that, if there is no possibility of arbitrage during any unit interval, then no arbitrage is allowed with any finite temporal horizon strategy. Mathematics Subject Classification (2000): Primary: 60G48; Secondary: 60G40, 60G07 Journal of Economic Literature Classification: C50, C72, D84