Is It Only Good? The Dark Side of Leadership for Creativity and Innovation

It is assumed that leaders are essential in shaping and facilitating successful innovation and creativity in organizations. Both through direct leadership behaviors (e.g., by vision formulation) and through more indirect leadership behaviors (e.g., by role modeling). While these leadership behaviors seem both positive and productive, they may also hold risks of unintended, adverse results. In the current article, two ways are proposed in which this may occur: through contradictory leadership behaviors and a too‐much‐of‐a‐good‐thing effect. Future research in and awareness of the potential dark sides to leadership for creativity and innovation are warranted.     

Is Leadership in Creativity and Innovative Technology the Cure for Quality Affordable Healthcare?

Disruptive innovation is necessary in healthcare if we are to solve America's healthcare crisis. Patients need access to high quality, convenient, cost‐effective healthcare. Industry leadership and the government together need to facilitate the transformation of the healthcare industry through innovative multidisciplinary models that will improve health outcomes, decrease costs, and improve access to care. Such a transformation can be realized by embracing the concept of precision medicine, where outcomes are managed and government facilities advancements through effective regulation.     

My Comments on the Values of The United States——Equality of Opportunity and Competition

In spite of the gap,these cultural values have played an important role in forming the basic characteristics of Americans and in American social life.     

The Relation Between Leadership and Perceived Well‐Being: What Role Does Occupational Self‐Efficacy Play?

Current research confirms the link between leadership behavior and subordinates’ health. However, only a few longitudinal surveys have been carried out. The present longitudinal study examined whether occupational self‐efficacy moderates the impact of transformational leadership on perceived negative well‐being. The sample consisted of 339 employees working in the health‐care sector. The correlations between transformational leadership at the first time of measurement (Time 1) and emotional exhaustion and perceived strain at the second time of measurement (Time 2) were negative and significant, but the correlation with depersonalization was not significant. Regression analyses revealed that the effect of transformational leadership behavior on perceived negative well‐being was not moderated by the level of occupational self‐efficacy. Implications for future research are discussed.     

The Global Chief Executive Officer （CEO）： Leadership Styles, Arts, and Skills

The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse environments. He/she has to quickly customize to the local needs his/her styles of strategic and operational decision-making, communication, and interpersonal approaches. His/her repertoire of leadership styles, arts, and skills has to be wider and richer in variety. He/she must quickly move from one host-country-focused approach to another, drawing the needed blend of leadership styles, arts, and skills from his/her repertoire and effectively applying them to the host country situation. Thus, a CEO must analyze his/her situation and re-orient his/her approach to fit the varying international situations, such as culture, operating, and subsidiary＇s organizational, economic, political, governmental, and technological. An effective CEO is perspicuous and quick of action in adjusting and modifying his/her roles, styles, arts, and leadership processes to fit the situation in which he/she is in at the moment.     

Is Perceived Creativity‐Reward Contingency Good for Creativity? The Role of Challenge and Threat Appraisals

To address the complex effect of perceived reward for creativity on creative performance, we examined the role of cognitive appraisal as an individual difference variable. An individual's appraisal of reward for creativity, including challenge appraisal (perceived potential for recognition, growth, or mastery) and threat appraisal (perceived potential for revealing incompetence and damaging self‐respect), is hypothesized to shape the effects of perceived reward for creativity. We further expect creativity‐related intrinsic motivation to play a mediating role in the perceived reward‐creativity relationship. The results of a three‐wave field study showed that when challenge appraisal was high, perceived reward was positively related to creative performance through creativity‐related intrinsic motivation, whereas when threat appraisal was high, perceived reward was negatively related to creative performance through creativity‐related intrinsic motivation. A similar analysis showed that intrinsic task motivation was not able to channel the moderating effect of perceived reward and individual appraisal on creative performance. © 2016 Wiley Periodicals, Inc.     

Language and ideology: quantitative thematic analysis of New Year speeches given by Czechoslovak and Czech presidents (1949–2011)

The relationship between ideology and language is analyzed by using quantitative linguistic methods to measure the thematic concentration of texts. The assumption is that totalitarianism and democracy represent radically different types of ideology and that this difference will be reflected in different levels of thematic concentration in texts of the same genre. The analysis focuses on the New Year speeches given by Czechoslovak and Czech presidents; these texts were chosen because they represent a relatively clearly delineated genre with a long tradition and because they are one of the most important outlets for the public expression of political opinions by the head of state. The results of statistical tests show that there exist significant differences between the thematic concentrations in the speeches of presidents from the totalitarian period and the period of democracy. The analysis also revealed that the largest differences in thematic concentrations were between the speeches made by the presidents representing the most ideologically polarized positions: the leader of the 1948 communist coup Klement Gottwald and the public face of the 1989 democratic Velvet Revolution Václav Havel.     

Opportunity motivation and SME internationalisation in emerging countries: Evidence from entrepreneurs’ perception of institutions

Institutional studies based on cross-country comparisons and founded on a determinist perspective analyse the behaviour in emerging economies. The current research, in contrast, looks to neo-institutionalism and the literature on entrepreneurship to pose two research questions based on individuals’ discretion: (1) How does the entrepreneur’s perception of the institutional dimensions influence their decision to involve their SME in international operations? (2) What role does opportunity motivation play in the impact of those perceptions on the internationalisation decision? We analyse a sample of 296 entrepreneurs who had founded their businesses in Brazil (Federal State of Sergipe), and our results confirm that the individual’s perception of the normative and regulative aspects of institutions, the interaction between the two, and the interaction between the normative and cognitive aspects of institutions, explain the decision to embark on international operations. Opportunity motivation mediates the impact of the normative aspects of institutions on that decision.     

Hubristic Start-up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes

The hubris tradition of research has been criticized for limiting its scope by associating hubris predominantly with detrimental leadership behaviours. To counteract this bias, we provide a more nuanced exploration of hubris and consider both beneficial and detrimental manifestations of hubris in start-up founders’ leadership behaviours. Our analysis, based on qualitative data from expert interviews and two case studies, indicates that, whilst hubristic start-up founders are likely to fail overall, they also excel in creating and communicating visionary scenarios, steering employees through critical situations, and extracting commitment from third parties. These under-researched ‘bright’ manifestations of hubris allow start-up founders to lead their venture towards a stage, in which their visionary power and resilience become crucial prerequisites for economic progress. Our findings extend knowledge on hubristic leadership, offer new directions for the hubris tradition of research, and open up avenues for future research with a more balanced view of hubris.     

Legitimating change in the public sector: the introduction of (rational?) accounting practices in the United Kingdom,Italy and Austria

This paper explores the deployment of rhetorical legitimation strategies during public-sector accounting reforms by investigating how organizational actors justify related changes in the central governments of the United Kingdom (UK), Italy and Austria. The study shows that changes are largely legitimated (and rarely delegitimated) by key actors, with authorization strategies dominating. Country differences and actors’ professional backgrounds also impact upon the use of legitimation strategies, with those from an accounting background and working in the UK being more likely to justify change in terms of rationalization and normalization. Italian and Austrian actors more frequently resort to authorization strategies to explain accounting change.