Development and application of the Leadership Archetype Questionnaire

The leadership assessment questionnaire (LAQ) is a 360 degree survey instrument designed to help organizational leaders identify their own style of leadership and formulate appropriate development objectives. It is designed to provide avenues for development of an executive team in which multiple leadership archetypes are represented. The LAQ is based on eight leadership archetypes – strategist, change-catalyst, transactor, builder, innovator, processor, coach, and communicator. These archetypes are representations of ways of leading in a complex organizational environment. In this article, we discuss the development, design, and psychometric analysis of the LAQ. We detail the conceptual foundations of the questionnaire and the psychometric methods used to confirm the validity and reliability of the instrument. We conclude with avenues for future research.     

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.     

Private equity and venture capital funds—from the state of research to a comprehensive model and an interdisciplinary research outlook

In the following article I not only aim at giving a comprehensive overview, but at integrating contemporary research on PE into a comprehensive model of PE investment. In doing so, I point out new avenues for future research and the methodological challenges. Finally, I attempt to look at the opportunities for interdisciplinary knowledge transfer to strategic management (SM) and international business (IB) research. I argue that the lessons of PE research offer a unique opportunity to (re)discover the ??liabilities side?? of strategy and international business.     

Do Codes of Conduct and Ethical Leadership Influence Public Employees’ Attitudes and Behaviours? An experimental analysis

Corruption, political scandals, and the spreading adoption of management practices in the public sector contribute to a decline in public trust. Worldwide initiatives promoting good governance can be observed. At an organizational level, management of ethics has gained in importance as codes of conduct and ethical leadership are promoted. However, public management research has hardly analysed the impacts of these measures. To address this research gap, we conduct a between-subjects experiment among public administration employees. Our results reveal that only ethical leadership has a positive effect on employees’ organization-related attitudes. Our findings suggest avenues for further research.     

Design of financial incentives and payment schemes in healthcare systems: A review

In this paper, we review the existing studies on the design of financial incentives and payment mechanisms for healthcare service providers, which have been published in the literature of operations research & management science. We classify these studies in two ways: first, by the care provider focused on: physicians or hospitals; and next, by categorizing payment/incentive schemes as retrospective or prospective models under each care provider group. The problem setting, including the geographic background and research methodology, are briefly discussed for each paper, as are the findings with regard to accessibility, quality, efficiency, and the facilitation of integration and collaboration, if reported. We also provide a detailed discussion of potential research problems that would offer promising avenues for future study.     

Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity,and implicit leadership theories

Organizational leadership research has typically focused on hierarchal top-down leadership where the leader has legitimate authority over organizational tasks and roles. However, rather recently, research has emphasized the emergence of leaders within teams and groups, which is referred to as emergent or horizontal leadership. Due to its infancy, the concept has limited theoretical development and coherence. To further extend our understanding of the topic, we draw on social identity, and implicit leadership theories and offer a multi-level conceptualization of emergent leadership. We first compare emergent leadership to various leadership concepts and through a detailed review, identify mechanisms through which emergent leadership can be identified. Following that, we design an organizing framework based on existing research and then offer propositions presenting a multi-level conceptual model highlighting how different factors at different levels relate to informal leader emergence. We hope that by reforming the research of leadership emergence with a multi-level approach, we renovate the idea considering contextual factors and process mechanisms.     

知识管理：企业管理新视野

企业的竞争优势来自哪里?企业知识论的观点认为,企业是一个知识集合体,企业当前的知识存量和知识结构决定了企业发现和利用未来机会和资源配置的方法,能产生企业独特性和作为企业独特资源的是它运用各种知识的能力.知识管理的实质就是帮助人们认识公司真正的资源和获取持久的竞争优势.知识管理是一种全新的经营管理模式,主要包括企业信息的积累和保存,知识在企业内部的交流和共享,知识的创新.知识管理要求在企业建立知识远景和知识战略,形成知识型组织结构,创造知识管理的企业文化,改善企业领导方式,尊重关键人物.     

The Fallacy of Misplaced Leadership*

abstract The leadership literature typically talks about the discrete individuality of its subject and particularly the personal qualities and capabilities of a few key people occupying top positions in a hierarchy. Current leadership research now has begun to generate new knowledge about leadership practice in relations of interpersonal exchange. Nevertheless, there is an urgent need for the ramifications of this insight to be more sufficiently developed. The current discussion explores how a perspective of process studies challenges the dominance of the field by individual social actors and discrete schemes of relations. Its aims are twofold. First, it will show how both of these latter epistemologies are lacking and suggest that current leadership research and development activities must rise to the ontological challenge of processes rather than things. Second, it looks at some methodological implications of this way of thinking as a productive incitement to future management studies.     

Team personality composition,emergent leadership and shared leadership in virtual teams: A theoretical framework

Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented.     

Corporate Governance und Unternehmenswerteffekte bei Leveraged Buyouts – State of the Art der empirischen Forschung

This state-of-the-art paper systematizes and discusses the results of numerous empirical studies that deal with the effects of corporate governance on the value of leveraged buyouts. Moreover, additional need for research is derived. The article shows that leveraged buyouts share three common characteristics: significant management participation, the use of debt to discipline the management, and intensive monitoring of the private equity firm. Positive wealth effects through leveraged buyouts are beneficial for both the previous owners and the private equity firm. The studies yield evidence that the specific corporate governance of leveraged buyouts contributes to these positive value effects. Studies on reverse leveraged buyouts provide further evidence for this stream of thought. Main areas for future research comprise methodological issues of measuring wealth effects, its link to corporate governance in leveraged buyouts and the different types of buyouts. Alternative explanations of the wealth development as well as macroeconomic effects constitute further avenues for future research.     

Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Abstract

Over the past two decades, there has been a proliferation of research on human resource management (HRM) in Chinese state-owned enterprises (SOEs) as a result of the wide-reaching state-sector reform of the late 1980s. This article aims to provide a systematic review of literature on this topic and capture the nature of HRM in Chinese SOEs, both in research and practice. The article draws on 178 studies from 43 English academic journals over a period of 25?years (1993–2017). In analysing this literature and by taking stock of theoretical frameworks, research methods, themes and analysis of academic articles in this area, we have gained a number of insights. The study has found that the research methods used have shifted from qualitative and interpretive methodology toward quantitative and sophisticated modelling. A further insight is that there has been a relatively heavy reliance on institutional theory in the earlier studies reviewed, and since then a switch towards organizational behaviour perspectives. The level of analysis has moved from macro to micro level and thematic foci have become more diverse and complex. We highlight a number of avenues, theoretical and empirical, for future studies in this field.     

Understanding the adoption and institutionalization of workforce analytics: A systematic literature review and research agenda

Data analytics plays a crucial role in enhancing organizational decision-making. Various organizational disciplines have already embraced data analytics. However, human resources management is lagging in data-driven decision-making and, specifically, workforce analytics. Although an increasing number of studies explore the diffusion of workforce analytics, our understanding of why organizations decide to adopt workforce analytics and how organizations further institutionalize workforce analytics remains limited. Taking an HRM innovation and contextualized perspective, this systematic literature review aims to provide in-depth knowledge on factors driving workforce analytics adoption and institutionalization. The results, including relevant learnings from business analytics research, show the importance of competitive, institutional, heritage mechanisms, key decision-makers and actors, and HRM fit-related factors in the diffusion process. Based on the results of this review, various avenues for future research are presented. Additionally, insights from this literature review can help decision-makers allocate their scarce resources effectively and efficiently to cultivate workforce analytics as an organizational practice.     

The currency of talent management—A reply to “talent management and the relevance of context: Towards a pluralistic approach”

In this paper we provide a commentary on the article in this Special Issue by Thunnissen, Boselie, and Fruytier on the relevance of context to the field of talent management. We concur that a more critical, pluralist approach to talent management scholarship is needed, that talent management should go beyond a mere economic exchange between talent and their employer, and that further research is needed to explore the link between macro, meso and micro level considerations. Thunnissen, Boselie, and Fruytier pose insightful questions about the contribution of talent management to the social and moral development of society and legitimating talent management at meso level. For us, these questions raise issues about the extent to which individual agency in ethical issues is possible in environments designed to regulate and control talent. We suggest that underexplored notions of strategic exchange and individual identity provide a richer picture of the talent employment relationship and raise a number of possible directions for future talent management research.     

How to identify leadership potential: Development and testing of a consensus model

Building on two studies, the current article responds to urgent calls in the literature for more empirical research on how to identify leadership potential. Based on an extensive review of the 1986–2010 literature, and applying a combination of qualitative and quantitative techniques, we developed a model of leadership potential consisting of four quadrants: Analytical skills (containing the factors Intellectual curiosity, Strategic insight, Decision making, and Problem solving); Learning agility (containing the factors Willingness to learn, Emotional intelligence, and Adaptability); Drive (containing the factors Results orientation, Perseverance, and Dedication); and Emergent leadership (containing the factors Motivation to lead, Self‐promotion, and Stakeholder sensitivity). Notably, the developed model steers clear from some of the typical issues that tend to hinder valid assessments of leadership potential (i.e., the confound between performance and potential, as well as that between leadership potential and successful, mature leadership). Furthermore, high consensus was found between top managers, line managers, and HR managers about the practical relevance of the proposed model. The article concludes with some specific future avenues for research and practice. © 2012 Wiley Periodicals, Inc.     

A Typology for Aligning Organizational Ambidexterity's Conceptualizations, Antecedents, and Outcomes

We take stock of the current body of knowledge and understanding on organizational ambidexterity to further specify the construct and develop a typology to focus this line of research. To that end, we first synthesize the various insights on ambidexterity's conceptualization in extant research. We then develop a parsimonious, yet coherent typology that delineates four archetypes of ambidexterity using two primary dimensions underlying previous conceptualizations of this construct. To help focus and align extant research, we next map these types onto the most salient theories, antecedents, and outcomes that are uniquely germane to each. Finally, we offer several recommendations and promising avenues for future inquiries that follow from our typology and associated discussion.     

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.     

How strategic considerations influence decision making on e-HRM applications

Although numerous studies indicate that the added value of human resource management is strongest when HRM decisions are linked to the organizational strategy, practical knowledge about how strategic considerations influence decision-making processes relating to e-HRM is limited. Therefore, the purpose of this study is (1) to examine in three case studies how strategic considerations influence the decision-making process around the introduction of e-HRM applications, (2) to present propositions for further research, and (3) to offer recommendations on how to better include strategic considerations in the decision-making process. Three in-depth case studies of companies' e-HRM implementation were performed using a model on e-HRM strategy formulation (Marler, 2009). The case studies reveal that when specific business drivers are absent from the decision-making process, the main role of e-HRM becomes to provide an infrastructure with a focus on preventing dissatisfaction. In order for e-HRM to be used in a more strategic way, business and HRM should be aligned.Based on the findings, we offer research propositions for academics studying this emerging field of the interconnections between strategy, human resource management and IT systems. In addition, we offer recommendations for HR practitioners on how to optimize the match between business and HRM.     

New investor categories,agility and HRM: The case of Sovereign Wealth Funds

This article reviews the existing literature on SWFs and the firm, focusing particular attention on the implications of the rise of SWFs strategic agility and HRM. This paper outlines three main channels through which sovereign wealth fund (SWF) investment has implications for employees. First, SWFs influence macroeconomic environments, and hence affect labor conditions. Second, institutional conditions in different countries shape the behavior of SWFs around the world, which in turn has implications for HR strategy and practice. Third, SWFs can have a direct effect on the corporate governance and hence HR strategies and employees of organizations in which they invest. We review and discuss these three channels and outline avenues for future research.     

Toward a Framework of Leader Character in Organizations

While the construct of character is well grounded in philosophy, ethics, and more recently psychology, it lags in acceptance and legitimacy within management research and mainstream practice. Our research seeks to remedy this through four contributions. First, we offer a framework of leader character that provides rigor through a three‐phase, multi‐method approach involving 1817 leaders, and relevance by using an engaged scholarship epistemology to validate the framework with practicing leaders. This framework highlights the theoretical underpinnings of the leader character model and articulates the character dimensions and elements that operate in concert to promote effective leadership. Second, we bring leader character into mainstream management research, extending the traditional competency and interpersonal focus on leadership to embrace the foundational component of leader character. In doing this, we articulate how leader character complements and strengthens several existing theories of leadership. Third, we extend the virtues‐based approach to ethical decision making to the broader domain of judgement and decision making in support of pursuing individual and organization effectiveness. Finally, we offer promising directions for future research on leader character that will also serve the larger domain of leadership research.     

Leading with metaphoric intelligence

This paper argues that metaphoric intelligence plays a major role in successful leadership. We are embarking on the understanding of metaphoric intelligence by reporting partial research surrounding successful metaphors that can potentially account for metaphoric intelligence. We analyzed recent ideas on the effective use of metaphors by leaders of countries, providing the reader with a useful, convenient base for investigation on the general role of metaphor in leadership, and the role of metaphoric intelligence as manifested in speeches for special purposes in particular. Only the first step in the direction of providing a comprehension of metaphoric intelligence for leadership, this paper opens a number of interesting avenues of future research. In particular, this study calls for more empirical research, especially research focusing on how metaphoric intelligence foster leadership's role in organization.