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Article
Publication date: 11 November 2014

Isto Huvila

The purpose of this paper is to propose information leadership as a concept for describing the activity of leading information processes in organisations and in the…

Abstract

Purpose

The purpose of this paper is to propose information leadership as a concept for describing the activity of leading information processes in organisations and in the society, and consequently, to distinguish and articulate the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures.

Design/methodology/approach

To complement the earlier observations of the usefulness of making an analytical distinction between information and knowledge, and management and leadership within information management/knowledge management, this paper posits that it is useful to distinguish information and knowledge leadership as two separate yet inherently connected processes of orchestrating respectively information infrastructures and resources, and the processes of knowing in an organisation.

Findings

This paper defines information leadership as the leadership of information resources and infrastructures in contrast to the leadership of social knowledge processes, knowing and organisational learning. The distinction helps to explicate the informational premises of knowledge in organisations, articulate the difference of the infrastructural and social forms of leadership and to be more explicit about the respective consequences of information and information infrastructures and knowledge held and practised within an organisation and on its boundaries.

Practical implications

The concept of information leadership can be used both for describing the activity of leading the development and using information resources and infrastructures in organisations, and for articulating the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures.

Originality/value

To the knowledge of the authors, this is the first time information leadership is defined comprehensively in the context of information and knowledge management and specifically in relation to knowledge leadership.

Details

Aslib Journal of Information Management, vol. 66 no. 6
Type: Research Article
ISSN: 2050-3806

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Article
Publication date: 4 April 2008

Dorthe Døjbak Haakonsson, Richard M. Burton, Børge Obel and Jørgen Lauridsen

The purpose of this paper is to investigate how misalignments between the organizational climate (measured as information‐processing demand) and the leadership style…

Abstract

Purpose

The purpose of this paper is to investigate how misalignments between the organizational climate (measured as information‐processing demand) and the leadership style (measured as information‐processing capability) may result in negative performance consequences.

Design/methodology/approach

The empirical part of the paper is based on questionnaire data. Key informant is the CEO and thus there is a focus on the CEO's perception of climate and leadership style. Data are subjected to regression analysis.

Findings

The results indicate that misalignments between climate and leadership style are problematic for organizational performance. This is supported by the empirical findings that show partial support for three out of four hypotheses and full support for the fourth hypothesis.

Research limitations/implications

Data cover information on Danish small‐ and medium‐sized firms. These cross‐sectional data and cannot study the effects of misalignments over time.

Practical implications

Because the findings show that misalignments between climate and leadership style are problematic to organizational level of performance, this implies that in case of misfits either the climate or the leadership style must be changed.

Originality/value

The main contribution of the paper is that the framework allows an explicit understanding of which managerial actions are needed to manage particular types of climate. Further, the framework enables an understanding of how misalignments may result in poor performance.

Details

Management Decision, vol. 46 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 11 November 2020

Sirje Virkus and Anmar Salman

This study aims to increase the understanding of the connection between effective leadership behaviours and information culture in the higher education institution (HEI).

Abstract

Purpose

This study aims to increase the understanding of the connection between effective leadership behaviours and information culture in the higher education institution (HEI).

Design/methodology/approach

A qualitative case study was conducted at one department of an HEI in Estonia. This study used semi-structured interviews and document analysis for data collection. The hypothesis-generating technique applying grounded theory analysis was used for data analysis.

Findings

The information culture of the department was a multiple culture with mixed attributes from the relationship-based culture and the risk-taking culture. Six main effective leadership behaviours within the department were identified, namely, communicating well about the direction the department is going, having a clear sense of direction and strategic vision, providing resources for and adjusting workloads to stimulate scholarship and research, making academic appointments that enhance department’s reputation, allowing the opportunity to participate in key decisions and encouraging open communication and creating a positive and collegial work atmosphere. The main hypotheses that illustrate the influence of effective leadership behaviours on information culture were generated.

Practical implications

The findings of this study can inform the training of future leaders in HEIs.

Originality/value

There is a lack of research in higher education that focuses on the relationship between leadership and information culture, and this research fills this gap.

Details

Global Knowledge, Memory and Communication, vol. 70 no. 4/5
Type: Research Article
ISSN: 2514-9342

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Article
Publication date: 15 February 2011

P. Iles and Y. Feng

More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been…

Abstract

Purpose

More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co‐ordinated, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration, of both shared and unshared information. A series of research propositions are then developed with the purpose of exploring further the role of DL in team decision making, especially in terms of information exchange and information integration processes in Chinese and Western groups.

Design/methodology/approach

The paper derives a number of research propositions from the literature on DL and information processing and applies them to decision making by Chinese and Western teams.

Findings

The paper presents a series of propositions on the factors affecting the effectiveness of DL and possible differences between Chinese and Western teams.

Originality/value

The paper presents a series of propositions about DL and relates the literature on DL to the literature on information processing in an original way.

Details

Journal of Technology Management in China, vol. 6 no. 1
Type: Research Article
ISSN: 1746-8779

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Article
Publication date: 8 July 2014

Julia E. Hoch

Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team…

Abstract

Purpose

Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team performance, the moderating role of demographic diversity and the mediating role of information sharing on this relationship.

Design/methodology/approach

The research used a field study design, quantitative data of employees from two different organizations. Data were analyzed with structural equation modeling analyses.

Findings

Shared leadership was positively associated with team performance and this association was mediated by information sharing. Demographic diversity moderated the relationship between shared leadership and team performance, such that shared leadership was more strongly associated with team performance in more diverse teams and less in less diverse teams.

Research limitations/implications

The results found support for moderating and mediating variables, explaining under what conditions and how shared leadership is associated with team performance in organizations.

Practical implications

The findings highlight the importance of nurturing shared leadership, in particular as teams tend to grow more diverse in our todays’ work settings. They also highlight the importance of diversity in how shared leadership unfolds its potential.

Social implications

The research highlights that shared leadership, diversity, and information are increasingly important in today's organizations and should be considered from a more positive standpoint.

Originality/value

This research explored the association between shared leadership, demographic diversity, and information sharing with team performance. It represents a first step in examining the moderating and mediating variables of the shared leadership and team performance association.

Details

Journal of Managerial Psychology, vol. 29 no. 5
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 25 July 2019

Haiyan Guo, Lianying Zhang, Xiaoyan Huo and Guannan Xi

This research aims to comprehensively investigate when and how cognitive conflict benefits team innovation in cross-functional project teams (CFPTs), by exploring the…

Abstract

Purpose

This research aims to comprehensively investigate when and how cognitive conflict benefits team innovation in cross-functional project teams (CFPTs), by exploring the moderating role of knowledge leadership and dual mediation mechanisms of elaboration of task-related information/knowledge and affective conflict.

Design/methodology/approach

All hypotheses have been empirically tested by using structural equation model to analyze the quantitative data from a questionnaire survey covering 73 CFPTs in China.

Findings

Results indicate that knowledge leadership positively moderates the relationship between cognitive conflict and CFPT innovation. This moderating effect is directly or indirectly revealed by the dual mediating roles of task-related information/knowledge elaboration and affective conflict, which are two processes manifesting whether cognitive conflict can or cannot be incorporated into team innovation.

Research limitations/implications

Despite the external validity of results limited by convenient sampling method, the findings offer implications for promoting CFPT innovation. This can be achieved by developing competent knowledge leadership into team sensegiver, dissent reconciler and facilitator to accentuate benefits of cognitive conflict in information/knowledge elaboration and attenuate the likelihood of escalating to affective conflict.

Originality/value

This study advances the understanding of why cognitive conflict has an equivocal effect on team innovation in the context of CFPT by originally revealing how leaders’ role in information/knowledge management acts as a contingency and suggesting the dual mediating mechanisms that reflect the contingent impact. Project-based teams or organizations, characterized by cognitive clashes, can enhance innovation performance by shaping the meaningfulness of information/knowledge activities triggered by cognitive conflict.

Details

International Journal of Conflict Management, vol. 30 no. 4
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 17 February 2021

Cara-Lynn Scheuer and Catherine Loughlin

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration…

Abstract

Purpose

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.

Design/methodology/approach

Using survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).

Findings

Empowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.

Practical implications

This research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).

Originality/value

The study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Details

Leadership & Organization Development Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 20 September 2019

Sarah Low, Kerryn Butler-Henderson, Rosie Nash and Kelly Abrams

The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and…

Abstract

Purpose

The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and it is unclear if broader approaches for healthcare leadership are suitable. This paper aims to explore which the leadership styles are relevant to the HIM profession. The findings were also used to inform a discussion on how HIM professionals could develop these leadership styles.

Design/methodology/approach

Through a systematic scoping literature review, deductive thematic analysis was undertaken to extrapolate common themes around this style of leadership based on transversal competency domains that reflect twenty-first century skills (i.e. critical thinking and innovation, interpersonal, intrapersonal and global citizenship) (Bernard, Watch and Ryan, 2016; UNESCO, 2015). This approach enabled the findings to be discussed from a leadership development perspective.

Findings

Analysis of the literature revealed that a relational leadership style through a team-based approach is required. Literature studies on how to develop leadership competencies were not found.

Research limitations/implications

Future policy and research implications include the need for research on transversal competencies to determine if they can shape HIM leadership development.

Practical implications

This leadership style and competencies proposed are relevant across many occupations and may have broader applications for leadership research, education and development.

Originality/value

This paper defines the style of leadership required in the HIM profession and identifies a succinct set of contemporary competencies to inform the development of this type of leadership.

Details

Leadership in Health Services, vol. 32 no. 4
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 1 September 2005

Mark D. Winston and Susan Quinn

This paper addresses the coverage of issues related to crisis and societal change in the scholarly literature in relation to libraries, information services, and access to…

Abstract

Purpose

This paper addresses the coverage of issues related to crisis and societal change in the scholarly literature in relation to libraries, information services, and access to information and the leadership role of librarians and libraries in addressing such issues.

Design/methodology/approach

The paper provides an overview and analysis of the general issue of change in the literature review, as well as a discussion of war and terrorism, civil and natural disasters, social movements, medical and healthcare crises and needs, and large‐scale economic and technological shifts. The research results address the extent to which these major economic, political, technological and social changes have been addressed in four quarterly, peer‐reviewed library and information science journals over the past six years and the extent to which the focus of the published research and discussion has shifted over the past six years.

Findings

Research based on analysis of the journal literature reflects the documentation of practices and research results in library and information science. The research results indicate increased focus on war and terrorism and large‐scale economic and technological change, as related to information services, in the literature, during and after 2001, but less focus on information access, despite the impact of war and terrorism on library collections and resulting legal and policy decisions related to access to information.

Research limitations/implications

As a result of the limited focus on research and discussion of leadership in the peer‐reviewed journals included in the research study and the fact that the articles that addressed the role of libraries and librarians in addressing various aspects of crisis and change did not also identify the roles as those of leadership, there is the need for research and publication to document the examples of library leadership that may be taking place, but which are not reflected in the research literature.

Practical implications

The efforts undertaken to influence the policy‐making and legislative processes, to provide access to information, and to design and provide information resources and services have not been articulated in the literature as leadership roles, in particular. Thus, the analysis of the literature appears to indicate further opportunities for leadership at the local, national and international levels, consistent with the numerous examples reflected in the literature.

Originality/value

In general, there is limited focus on research and discussion of leadership in the scholarly journals in library and information science. This paper provides a comprehensive analysis of the major economic, political, technological and social changes internationally, over the past six years, and addresses the extent to which the efforts of librarians and libraries to address these issues have been documented in the research literature.

Details

New Library World, vol. 106 no. 9/10
Type: Research Article
ISSN: 0307-4803

Keywords

Content available
Article
Publication date: 30 April 2021

Dau Thi Kim Thoa and Vo Van Nhi

The purpose of this study is to examine the financial autonomy that affects the financial accounting information quality of public organizations. This study also tests the…

Abstract

Purpose

The purpose of this study is to examine the financial autonomy that affects the financial accounting information quality of public organizations. This study also tests the impact of the financial autonomy on support from leadership. How this impact has affected elements of accounting information systems such as hardware, software, communications technology and chief accountant to support providing the quality of the financial accounting information.

Design/methodology/approach

The research model is in the SEM form and measurement models are reflective scales so this study applies the PLS-SEM analysis technique on the Smart PLS 3.2.7 software to test the research hypotheses. Analytical data is collected through survey questionnaires with observed variables measured using the typical 7-point Likert scales. The result obtained after cleaning the data includes 164 Vietnamese public organizations with the different levels of the financial autonomy.

Findings

This research has three primary findings: firstly, FA has a positive direct effect on FAIQ and SL. Secondly, SL influences FAIQ through four mediate variables including AM, HW, SW and CN. Finally, SL also acts as a mediate variable in the relationship of FA and FAIQ.

Originality/value

This is one of the first empirical studies to examine the role of financial autonomy in leadership support to improve the quality of the accounting information in the public sector in the context of the Vietnamese government is promoting the financial autonomy of public organizations.

Details

Journal of Asian Business and Economic Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2515-964X

Keywords

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