The effects of interactive leadership on human resource management in Singapore's banking industry

Reviewing the literature about interactive leadership and its effects on human resource management in business organizations, this paper proposes that interactive leadership has two major components: interaction skills and team building. Both components have positive effects on employees' trust in their leaders, on employees' motivation and employees' commitment to their companies. Based on these hypotheses, the paper develops an empirical test of the effectiveness of interactive leadership in Singapore's banking industry. Seventy-seven middle-level managers participated in this study by responding to a questionnaire about their leaders, their motivation, their commitment and their trust in these leaders. The results support the hypotheses and suggest some important implications for human resource management in business organizations, especially for human resource management in Oriental societies.     

Public Leadership: A review of the literature and framework for future research

Abstract

This study analyses and reviews the literature on public leadership with a novel combination of bibliometric methods. We detect four generic approaches to public leadership (i.e. a functionalist, a behavioural, a biographical and a reformist approach) which differ with regard to their philosophy of science (i.e. objective vs subjective) and level of analysis (i.e. micro-level vs multi-level). From our findings, we derive four directions for future research which involve shifting the focus from the aspect of ‘leadership’ to the element of ‘public’, from simplicity to complexity, from universalism to cultural relativism and from public leadership to public followership.     

Are Intellectual Property Rights Detrimental to Innovation?

Intellectual property rights are legal constraints that limit conditions of entry in industries where incumbents are innovators. The set of legal constraints is the same for all industries, and there is no consideration of the possibility that the externalities created by entry in a given industry may not necessarily be negative for the incumbent, or that the incumbent's R&D expenditures might actually be detrimental to new entrants. We show that one unique set of legal rules can foster innovation in some industries and be detrimental in others. Our model is illustrated by case studies from the Information and Communication Technologies industry.     

Crisis leadership in economic recession: A three-barrier approach to offset external constraints

An economic recession is a type of crisis originated from external factors that may imperil an organization’s survival depending on the intensity and duration of the crisis. In peripheral European countries, such as Portugal, the recent financial crisis had devastating effects on various business activities. As a result, Portugal represents an important case study in examining how some corporate leaders have handled the economic recession successfully. I interviewed 20 corporate managers to capture their perceptions of the leadership traits and behaviors exhibited by their CEOs in guiding their companies through the recession. In economic recessions, negative constraints do not affect the most effective leaders, who instead erect barriers against the high-pressure conditions to create a supportive, positive work environment. In order to achieve maximum effectiveness, leaders must act as blocking agents against the negative social impacts of the economic crisis, including the fragility of trust in organizational life (i.e., a barrier against distrust), uncertainty of the future (i.e., a barrier against uncertainty), and toxic emotions (i.e., a barrier against toxic emotions).     

创业型领导对追随者创造力的影响

采用201位领导者-追随者调研数据,以组织支持理论为基础,从工作情境和非工作情境两条路径,分析创业型领导通过工作激情和心理脱离对追随者创造力的影响机理,同时探究内隐追随对两条路径的调节效应。结果表明：创业型领导对创造力有显著正向预测作用,工作激情与心理脱离在创业型领导和创造力之间起中介作用。内隐追随在创业型领导与工作激情的情境路径中,以及在创业型领导与心理脱离非工作情境路径中均起正向调节作用,同时,内隐追随也调节工作激情和心理脱离的中介效应。研究结果揭示了不同情境传导机制下,创业型领导对追随者创造力正向作用的一致性,也丰富了创业型领导个体层面后果变量研究。     

互联网背景下共享型领导对团队创造力的促进作用研究:边界行为视角

互联网改变了人与人之间以及企业与企业之间的关系。创造力成为企业适应互联网时代的关键。基于边界理论视角,尝试从团队层面揭示互联网背景下共享型领导对团队创造力的促进作用。以北京和乌鲁木齐等地的30家企业128个团队共510位成员为样本,运用结构方程模型对样本数据进行分析,结果表明:共享型领导对团队创造力有显著正向影响;边界强化和边界缓冲行为在共享型领导和团队创造力之间起部分中介作用,尤其是边界跨越行为通过边界强化行为和边界缓冲行为对团队创造力起作用。研究结论为认识互联网时代团队创造力提供了新视角。     

Art of the possible or fool's errand? Diffusion of large-scale management innovation

Organizations are continually challenged to increase efficiency and improve performance despite frequent cuts to personnel and budgets. These challenges force organizations to identify, develop, and diffuse various management innovations. Diffusion efforts are often met by resistance, reluctance, or ambivalence, resulting in what many consider to be a fool's errand. While management innovation may not be the forte of large, bureaucratic organizations, we present a case study of a U.S. Air Force maintenance, repair, and overhaul organization that has recently, and successfully, diffused a large-scale management innovation. Results from the case study support the development of a diffusion of innovation framework that identifies important mechanisms associated with the acceptance, routinization, and assimilation of management innovation. The framework informs leaders of the diffusion process, while the recommended actions of relentless leadership, deliberate development of personnel, and enterprise involvement drive diffusion efforts and help leaders achieve desired results in innovation diffusion and associated performance improvement. Overall, we assert that the pursuit of management innovation is not necessarily beyond the art of the possible for business leaders.     

Effects of ownership change on organizational settings and strategies in a Taiwanese hotel chain

The purpose of this study was to explore the effects of ownership change on a local-chain hotel in Taiwan: how the new chief executive officer (CEO) planned a blue ocean strategy and how he led all employees to achieve pre-established goals. This study applied qualitative research methodology whereby the data were collected by participant observations in the study field and subsequent in-depth interviews with an application of the QSR NVivo software program. This study implies that, in the assimilation stage of the change, (1) the CEO should use democracy instead of dictatorship; (2) sub-cultures, factions and conflict could be prevented by organizational socialization and equal opportunity treatment; and (3) blue ocean strategies enable a shift of organizational image and identity. This qualitative study supplements the existing literature by showing that organizational politics might be affected by organizational change and how the concept of blue ocean strategy might be implemented in the course of organizational change.     

领导社交媒介自我表露、领导可信度与上下级关系:内隐领导原型匹配的权变作用

社交媒介自我表露是一种具体的社交媒介使用行为,对现代人的工作和生活都产生了不可忽视的影响。在工作情境中,领导的社交媒介自我表露尤其容易引起员工的高度关注。然而,领导的社交媒介自我表露对其在组织中的上下级关系将会产生何种影响有待深入探讨。鉴于此,基于社会信息加工理论和内隐领导理论,本文提出领导社交媒介自我表露的影响效应取决于内隐领导原型匹配的程度。当员工认为领导与其心目中内隐领导原型匹配程度高时,领导的社交媒介自我表露能够提升员工对领导的可信度感知,从而促进上下级关系,而当领导与员工心目中的内隐领导原型匹配程度低时,上述影响效果会减弱。通过对204份企业领导-下属配对问卷调查数据进行分析,本研究提出的被中介的调节模型得到支持。本研究的发现有利于深入认识组织中社交媒介自我表露的有效性,启发了领导需要考虑下属对表露解读的能动性,从而更合理地利用社交媒介平台进行自我表露,促进上下级关系良性发展。     

Measuring performance during crises and beyond: The Performance Promoter Score

Many organizations are curtailing or even abandoning performance management because of difficulties measuring performance and disruptions in performance-based pay due to the COVID-19 crisis. Contrary to this growing and troubling trend, we argue that it is especially important during the crisis to not only continue but also strengthen performance management to communicate a firm’s strategic direction, collect valuable business data, provide critical feedback to individuals and workgroups, protect organizations from legal risks, and retain top talent. To do so, we offer a solution to overcome the challenges associated with measuring performance during a crisis. Specifically, we extend and expand upon the well-established Net Promoter Score measure in marketing and introduce the Performance Promoter Score (PPS) to measure performance. We offer evidence-based recommendations for collecting PPS information for individuals, workgroups, and other collectives, computing a Net Performance Promoter Score (NPPS); using multiple sources of performance data, and using PPS for administrative and developmental purposes as well as to provide more frequent performance check-ins. PPS is a convenient, practical, relevant, and useful performance measure during a crisis such as the COVID-19 pandemic, but it is also an innovation that will be useful long after the pandemic is over.