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Article

Liisa Mäkelä, Hilpi Kangas and Vesa Suutari

The purpose of this paper is to focus on satisfaction with an expatriate job and how such satisfaction is linked to leadership. Specifically, this research examines how…

Abstract

Purpose

The purpose of this paper is to focus on satisfaction with an expatriate job and how such satisfaction is linked to leadership. Specifically, this research examines how two different kinds of distances – physical distance and functional distance – between an expatriate and his/her supervisor are related to satisfaction with the expatriate job.

Design/methodology/approach

The study was conducted among 290 Finnish expatriates. Moderated hierarchical regression analysis was conducted in order to test the research hypothesis.

Findings

The results show that low functional distance with a supervisor is related to greater satisfaction with the expatriate job. The physical distance is not directly connected to expatriate job satisfaction, but the common effect of the two types of distance shows that among those whose functional distance is low, working in the same country with the leader is linked to greater expatriate satisfaction than recorded among those who were physically distant. Interestingly, expatriates with high functional distance are more satisfied with the expatriate job if they work in a different country to their supervisor.

Originality/value

This study makes a contribution in three areas; first, it addresses the understudied phenomena of international work-specific job satisfaction, specifically satisfaction with an expatriate job. Second, it provides new knowledge on the outcomes of leader distance in the context of expatriation, a work situation that is inherently related to changes in physical location and to organizational relationships. Third, it contributes to leadership literature and highlights the importance of the conditions and the context in which leadership occurs.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 7 no. 3
Type: Research Article
ISSN: 2049-8799

Keywords

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Article

Riitta Viitala, Susanna Kultalahti and Hilpi Kangas

Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing…

Abstract

Purpose

Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds.

Design/methodology/approach

The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis.

Findings

The findings were a cause for concern. They show that top managers do not very actively consider either leadership or LD when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training.

Originality/value

The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.

Details

Leadership & Organization Development Journal, vol. 38 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Findings show that top managers do not very actively consider either leadership or leadership development (LD) when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centered. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest, vol. 25 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

Content available

Abstract

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 7 no. 3
Type: Research Article
ISSN: 2049-8799

Content available

Abstract

Details

Leadership & Organization Development Journal, vol. 38 no. 4
Type: Research Article
ISSN: 0143-7739

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