Virtual interviews vs. LinkedIn profiles: Effects on human resource managers’ initial hiring decisions

This study examined how human resource (HR) managers' assessments of a job candidate's performance in the first virtual interview and his/her LinkedIn profile affect their hiring decisions. Using field data with 44 HR managers' assessments of 400 job candidates' virtual interview performance (Time 1) and their LinkedIn profiles (Time 2), regression analyses reveal that managers' hiring decisions in Time 1 (before checking LinkedIn) is positively affected by interpersonal competence and leadership potential but negatively affected by virtual presence. Virtual presence reduces interpersonal competence's but strengthens leadership potential's positive effects on hiring decisions in Time 1. Having a LinkedIn profile could change managers' decisions. Their hiring decisions in Time 2 become stronger for candidates with a higher overall rating on their LinkedIn profiles but weaker for those with more spelling/grammatical errors. Such findings add to the relevant literature and provide meaningful implications for HR managers and job candidates.     

Know thyself: Leading through the core of you in times of turbulence

The paper describes how leaders behave and react in unprecedented times when a professional service firm has been severely affected by the COVID-19 pandemic. Firsthand data were gathered through interviews, observations, and participation based on direct interaction with leaders and employees. The concept of leadership anatomy is used to describe, discuss, and critique leadership behavior. It signifies the different parts of a human body equipped with sensory ability. The study reveals that in times of crisis, leaders tend to draw on the core of who they are through compassion rather than conventional wisdom in decision making and problem solving. The search for what truly matters helps leaders to reinterpret the ethos of the firm and what they stand for as leaders in their sensemaking of chaos. A deeper reflection of their personal values and beliefs gives them the courage to acknowledge their vulnerability and start seeing the value in others.     

Will AI ever sit at the C-suite table? The future of senior leadership

As the sophistication of artificial intelligence (AI) systems develop and AI becomes a key element of organizational strategy across a wide spectrum of industries, new demands are being placed on senior leaders. To understand the growing challenges leaders will face in the age of AI, we conducted interviews with 33 senior leaders in several countries across a wide range of industries. Our research highlights key capabilities and skills that leaders will require. Underlying these capabilities is a mindset oriented toward continuous learning and self-development, which will enable ongoing and rapid adaptation to change. Our findings identified the following key capabilities: digital know-how, data-driven focus, networking, ethics, and agility. To successfully navigate the coming era, senior leaders will need to focus on reskilling the workforce, recruiting and retaining highly skilled talent, building an intrapreneurial culture, and managing unprecedented changes in technologies and the nature of work.     

Exploring the effects of leaders’ individualized consideration in extreme contexts

Abstract

Role clarity and trust in leadership are two crucial factors supporting soldiers in coping with uncertainty and imperfect knowledge. The present study examined the effects of leaders’ individualized consideration on both factors in a sample composed of 161 paratroopers from a parachute division of the NATO Airborne Forces. Conditional process modeling revealed that (1) leaders showing individualized consideration increase followers’ role clarity and, in parallel, develop a trusting relationship with them; (2) critical upward communication and perceived workload mediated and moderated these relationships, respectively. The implications of these findings for safety research and their practical applications are outlined.     

Innovative leadership: First-mover advantages in new product adoption

Summary. This paper analyzes innovation adoption when uncertainty about its profitability cannot be resolved immediately. Firms begin with a common estimate of the probability of high demand. If any adopts, all observe realized demand. An increase in the initial estimate can decrease the equilibrium number of initial adopters, because it results in higher updated estimates that can induce future adoption by additional firms that reduces the initial adoption payoff. Moreover, innovative leadership does not imply initial adoption because leadership implies a greater waiting payoff as well as a greater adoption payoff. Leadership does, however, still provide a higher expected payoff. Received: July 16, 2001; revised version: January 13, 2002     

From Experience: Demystify Creativity, Enhance Innovation

Creativity need not be a chance occurrence. The authors of this article believe there is a technology that facilitates creativity. It is a technology that can be learned and applied and managed. They describe the specific steps that they followed in helping a group of R&D professionals learn, apply, and manage the creative processes in the lab. It is a story of practical steps that dealt with the everyday realities of managing in a large corporation.     

Assessing public leadership styles for innovation: a comparison of Copenhagen,Rotterdam and Barcelona

This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.     

从西藏脱贫攻坚透视中国共产党的组织领导力

在中国共产党的坚强领导下,西藏脱贫攻坚取得了巨大成就。在西藏脱贫攻坚伟大实践中,中央指明了西藏脱贫攻坚应遵循的总目标、明确了西藏脱贫攻坚的着眼点和着力点,自治区党委将"绿水青山就是金山银山,冰山雪地就是金山银山"的理念贯穿西藏脱贫攻坚的始终,体现了中国共产党科学的思想指引力;自治区党委率先建立四级党委"一把手"负总责的脱贫攻坚组织体系、着力健全脱贫攻坚保障制度、持续推进"强基础、惠民生"脱贫攻坚有力抓手,表明了中国共产党非凡的组织实施力;中央从全局高度对西藏脱贫攻坚工作的空前重视、举全国之力助推西藏打赢脱贫攻坚战,自治区党委统筹推进西藏脱贫攻坚工作,彰显了中国共产党强大的统筹协调力;西藏脱贫攻坚成为提升中国国家形象的重要切入点、使所谓"西藏问题"的谬论不攻自破、为全国乃至世界极端复杂贫困治理贡献了智慧,从而提升了中国共产党广泛的国际影响力。     

Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development

Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.