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Article
Publication date: 13 February 2009

I.H. Buchen

119

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Book part
Publication date: 28 April 2022

Daryl Mahon

In the previous chapter, I introduced trauma-informed care as an approach to organisational change and a shift in culture to recognise that many employees and people attending

Abstract

In the previous chapter, I introduced trauma-informed care as an approach to organisational change and a shift in culture to recognise that many employees and people attending services have past trauma experiences. In this chapter, I recast servant leadership (SL) as a trauma-informed leadership model that naturally operationalises some of the principles discussed in the TIA literature. The first section of this chapter addresses the societal need for a more ethical and moral leadership approach, before briefly outlining the prevalence of trauma experienced by service users and employees. The next section provides an overview and definition of SL in a general sense, before articulating a trauma-informed model of SL and its characteristics. Finally, some of the outcomes associated with SL are discussed with a key focus on how this approach operationalises the principle of psychological safety, trust and empowerment found in trauma-informed approaches, as they relate to employees.

Details

Trauma-Responsive Organisations: The Trauma Ecology Model
Type: Book
ISBN: 978-1-80382-429-1

Keywords

Article
Publication date: 1 March 2011

Bruce W. Speck

In terms of the role of myth in decision making, this paper focuses on the way myth obfuscates critical issues related to shared governance in higher education. The result of that…

Abstract

In terms of the role of myth in decision making, this paper focuses on the way myth obfuscates critical issues related to shared governance in higher education. The result of that obfuscation is a minimization of the realities that work against shared governance by favoring an untenable view based on an idealistic and unattainable vision of shared governance. First, however, a critique of myth is in order to demonstrate not only that myth is no more than ordinary interpretation but also that it is insufficiently based on rationality and can become a dangerous instrument in the hands of policy makers.

Details

International Journal of Organization Theory & Behavior, vol. 14 no. 2
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 24 April 2009

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints 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

While we should not necessarily believe the people who tell us there has never been a better time to invest, to buy a new car, to become an entrepreneur or even to upgrade our central‐heating boiler, it may be true that there has never been a better time for organizational learning – whether that is within the organization itself or amongst the employees.

Practical implications

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

Development and Learning in Organizations: An International Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Open Access
Article
Publication date: 15 June 2014

Barbara Van Winkle, Stuart Allen, Douglas DeVore and Bruce Winston

The purpose of this study was to measure the relationship between followers’ perceptions of the servant leadership of their immediate supervisor and followers’ sense of…

Abstract

The purpose of this study was to measure the relationship between followers’ perceptions of the servant leadership of their immediate supervisor and followers’ sense of empowerment in the context of small businesses. A quantitative survey was completed by 116 employees of small businesses, including measures of supervisors’ servant leadership behaviors and followers’ self- perceived empowerment. Followers’ perceptions of being empowered were found to correlate positively with their ratings of the servant leadership behaviors of immediate supervisors. The findings support the researchers’ assertions that followers’ perceptions of being empowered will increase as supervisors’ servant leadership behaviors increase.

The power of servant leadership lies in the leader’s ability to unleash the potential and thus the power in those around them. Greenleaf (1977) ascribed greatness to the leader’s attention to followers, “When it is genuine, the interest in and affection for one’s followers that a leader has is a mark of true greatness” (p. 34). In the foreword to the Anniversary edition of Greenleaf’s Servant Leadership, Covey (2002) related empowerment to servant leadership. He acclaimed the importance of empowerment to the sustainable success of organizations in the 21st century. Organizations structured to support and encourage the empowerment of their employees will thrive as market leaders (Covey, 2002). While other leadership styles have been found to empower followers, it is agreed across current literature, that the focus on developing and empowering the follower as their primary concern is specific to servant leaders (Greenleaf, 1977; Parolini, Patterson, & Winston, 2009; Parris & Peachey, 2012; Stone, Russell, & Patterson, 2004; van Dierendonck, 2011).

The context chosen for the study was small business because of the crucial role it plays regarding job growth in the United States (Howard, 2006) and in “enriching the lives of men and women of the whole world” (Kayemuddin, 2012, p. 27). Servant leadership enables small business leaders to fully discover, develop, and employ follower potential through empowering behaviors.

This study sought to contribute to the empirical research of servant leadership by measuring the relationship between supervisors’ servant leadership behaviors and followers’ perceptions of empowerment within the context of small business.

Details

Journal of Leadership Education, vol. 13 no. 3
Type: Research Article
ISSN: 1552-9045

Article
Publication date: 17 May 2021

Jaime Ortega-Gutiérrez, Ignacio Cepeda-Carrión and Helena Alves

This paper aims to study the relationship between the knowledge obtained in social networks by firms together with the firms’ knowledge absorptive capacity and organizational…

1003

Abstract

Purpose

This paper aims to study the relationship between the knowledge obtained in social networks by firms together with the firms’ knowledge absorptive capacity and organizational unlearning as influencers of service-dominant (S-D) orientation, as well as the mediating role of absorption capacity and organizational unlearning in this process.

Design/methodology/approach

The sample amounts to 101 responding companies, obtained from the SABI database. The companies belong to the service sector in Spain and have at least 50 employees and 5 years or more of existence in the market. The model was estimated through partial least squares structural equation modeling with smartPLS software 3.2.6.

Findings

The results show that the use of social media is very important for firms to acquire knowledge and capabilities that help them to become S-D oriented. In addition, absorptive capacity and unlearning processes are dynamic capabilities necessary to transform the knowledge acquired in social media and to become S-D oriented.

Research limitations/implications

Companies’ managers draw conclusions that can generate great value, while better meeting the needs and desires of the market, the more knowledge is obtained. In addition, the use of the knowledge generated in this process will reduce the risk of sudden changes in the market.

Practical implications

The more knowledge is gained using social networks, the better the companies’ managers will be able to draw conclusions that can generate great value, while at the same time better satisfying the needs and desires of the market, and thus create capacities that allow the company to be service-oriented. In addition, the use of these knowledge platforms strengthens the strategic advantage of companies through the promotion of innovation and by relating dynamic capabilities with the orientation toward sustainable development. As mentioned above, a process will be generated that will reduce the risk of sudden changes in the market.

Originality/value

This is one of the few studies trying to study the antecedents of S-D orientation and the first to study the direct effect of social media use, and the direct and indirect effect of absorptive capacity and organizational unlearning on S-D orientation as dynamic capabilities.

Details

Journal of Knowledge Management, vol. 26 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 10 May 2013

George H. Kubik

The purpose of this paper is to examine how the emerging new economy is impacting the future of human capital development and the future of work.

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Abstract

Purpose

The purpose of this paper is to examine how the emerging new economy is impacting the future of human capital development and the future of work.

Design/methodology/approach

A detailed review of the literature is used to profile the changing nature of work and work requirements in the emerging new economy. Recent trends and developments in human capital development and advancements in computer‐enhanced performanceware are combined with components of the traditional apprenticeship model. The resulting silicon‐based apprenticeship model is compared and contrasted with models of formal education, training, and apprenticeship.

Findings

The fast‐paced new economy is demanding greater performance from ever‐greater percentages of the world's population. New forms of hypercompetition demand the elimination of the long lead‐times that have traditionally existed between learning and doing. The proffered silicon‐based apprenticeship model is advanced as a development that is projected to jump‐start twenty‐first century learner/performers into on‐demand, world‐class, performance.

Research limitations/implications

Speculative literature directed at the future of new economy work and workers is not cohesively linked to the literature of electronic performance enhancement, learning theory, and advancements in technology. This paper advances an approach for accelerating work performance and human capital development that may instigate future research in this area.

Practical implications

This paper identifies the value of greatly accelerating the performance of workers in the emerging new economy, while simultaneously decreasing the existing time lag between learning and performance.

Social implications

The ability to involve more individuals in the emerging new economy promises to increase both quality of life and standard of living for greater percentages of the global population.

Originality/value

The author asserts that silicon‐based apprenticeships are a necessary next step toward engaging more of the world's population in the new economy.

Details

On the Horizon, vol. 21 no. 2
Type: Research Article
ISSN: 1074-8121

Keywords

Article
Publication date: 10 October 2016

Ravinder Jit, Chandra Shekhar Sharma and Mona Kawatra

The purpose of the present study was to examine the choice of conflict management strategies made by servant leaders.

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Abstract

Purpose

The purpose of the present study was to examine the choice of conflict management strategies made by servant leaders.

Design/methodology/approach

The present qualitative study uses the method of narrative enquiry within the framework of interpretative phenomenological analysis (Smith et al., 2009) to capture the life experiences as lived.

Findings

The study suggests that the servant leaders manifest conflict management styles which are more persuasive, humane and participative. Their chief strategies for resolving subordinate-subordinate conflict are initial diagnosis of the situation; leader’s intervention in facilitating an amicable solution; and impartiality of the leader while effecting resolution of conflict. Diagnosis of the conflict situation, self-restraint, patience, composure and humility of the servant leader have emerged as major leadership characteristics, as well as strategies for dealing with any provocative employee behavior.

Practical implications

Insight provided by this study into alternate strategies for conflict resolution will guide the academicians, working managers and trainers to understand and practice the process of managing conflict in a more humane way.

Originality/value

Despite the presence of a few studies linking leadership style with the choice of conflict resolution strategies, an important gap till now has been the absence of leaders’ personal account of their experiences, reflections and analysis in their choice of conflict resolution strategies. This study seeks to investigate the approach of servant leaders when they handle subordinate-subordinate and superior-subordinate conflict.

Article
Publication date: 9 May 2016

A D Amar and Vlatka Hlupic

The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives…

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Abstract

Purpose

The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution.

Design/methodology/approach

Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a framework in the form of major propositions for their testing by future research.

Findings

The authors begin with establishing the first finding that states that leadership of knowledge organizations is different from the leadership of traditional organizations. Then the authors build six additional findings for shaping a successful leadership process for knowledge organizations.

Research limitations/implications

Since it is a theoretical paper built on a search of literature in the field of leadership, there is a need to empirically test the findings to give them their final shape. Each of the seven propositions in this paper would result into many hypotheses that should initiate several empirical studies.

Practical implications

The authors consider individual and organizational/group contexts of the leadership proposed here, and also provide recommendations for carrying out this research further. While the paper is written more specifically with regard to the leadership of knowledge organizations where its findings should be fully implantable, however, to some extent, they would apply to all organizations.

Social implications

Leadership is a ubiquitous social phenomenon. It affects not only organizations, but also every aspect of human activity. This paper is an attempt to alter the fundamental thinking of leaders, suggesting to not to use authority, and instead, to allow everyone connected with the task the opportunity to lead. This shift in leadership paradigm will have an impact on the behavior of all involved, and steadily, will bring a change in the norms of social behavior.

Originality/value

This paper is a move toward giving the knowledge organization leadership some theoretical framework, as it is still in a state of flux in spite of attracting a lot of research.

Details

European Journal of Innovation Management, vol. 19 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 1 June 2006

Mark E. Haskins and James G. Clawson

This article describes one way for committee chairs, program administrators, and/or task force leaders to effectively galvanize an educational program change process. In…

Abstract

Purpose

This article describes one way for committee chairs, program administrators, and/or task force leaders to effectively galvanize an educational program change process. In particular, it introduces and describes the successful use of an assumptions audit (AA) to expose, challenge, reinforce, and/or discard a variety of educational program design and delivery assumptions under‐girding one top‐ranked, MBA program's required first year.

Design/methodology/approach

From a case study perspective, this paper chronicles the actual process pursued by a faculty committee chair, to successfully and effectively initiate an educational program review and change process. The paper also roots the AA in the literature on creativity, teams, educational administration, and organizational development.

Findings

As a result of the insights provided by the AA, a successful educational change process was launched with high collegiality amongst the change team and with high clarity regarding avenues of change to pursue and not to pursue, all of which led to much less angst, debate, and elapsed time in bringing about an agreed – on set of program changes.

Practical implications

Others seeking to productively, expeditiously, and collegially embark on an educational change process should find the AA idea and process useful.

Originality/value

The reasons for, the steps followed, and the results of a novel assumptions audit (AA) are presented. The AA process is described in sufficient detail that others can easily undertake their own version.

Details

International Journal of Educational Management, vol. 20 no. 4
Type: Research Article
ISSN: 0951-354X

Keywords

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