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Book part
Publication date: 5 October 2023

Louis Lines and Romeo V. Turcan

This chapter addresses authentic leadership at the intersection of tradition and modernity with a focus on insider-outsider dynamics. The authors develop a typology of…

Abstract

This chapter addresses authentic leadership at the intersection of tradition and modernity with a focus on insider-outsider dynamics. The authors develop a typology of insider-outsider perception of authentic leadership and four leadership types – detached leadership, integrative leadership, entrenched leadership and atomised leadership – to provide a conceptual tool that advances authentic leadership research and leadership-building strategies. Investigating the intersection of tradition and modernity, Lines and Turcan illustrate that authenticity and legitimacy are tightly coupled. Leaders need to develop insider legitimacy by alignment with contextual norms, traditions and customs. Lines and Turcan encourage future research to explore the question: Is leadership more about establishing contextual legitimacy or establishing authenticity?

Details

The Emerald Handbook of Authentic Leadership
Type: Book
ISBN: 978-1-80262-014-6

Keywords

Book part
Publication date: 7 December 2023

Stephanie Kaudela-Baum, Karina R. Jensen and Rob Sheffield

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations…

Abstract

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

Details

Innovation Leadership in Practice: How Leaders Turn Ideas into Value in a Changing World
Type: Book
ISBN: 978-1-83753-397-8

Keywords

Book part
Publication date: 7 December 2023

Berit Sandberg

Pina Bausch is considered one of the most influential choreographers in contemporary dance. She created a new dance language based on a groundbreaking form of joint artistic…

Abstract

Pina Bausch is considered one of the most influential choreographers in contemporary dance. She created a new dance language based on a groundbreaking form of joint artistic inquiry. As a leader, Pina Bausch transformed her company into a chosen family of diverse personalities whom she supported in the development of their individual artistic expressiveness. She encouraged her dancers to contribute to her signature style with inventiveness and authenticity. Her ability to integrate the dancers’ contributions into her pieces and bring them to the fore onstage makes Pina Bausch a prime example of creative leadership. While leveraging her company’s collective genius and international fame through boundless curiosity and artistic integrity, Pina Bausch balanced paradoxes of leading innovation. The essence of her leadership style points to the importance of curiosity, humanity, and embodiment in leader-follower relationships.

Book part
Publication date: 5 October 2023

John E. Reilly and Romeo V. Turcan

This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the…

Abstract

This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the contemporary world and a manifesto for leadership training through a value-based approach to authenticity. Contributors in this handbook do not belong to the orthodox authentic leadership community. They offer varied, provocative views and personal case studies of leadership. Some endorse aspects of the concept of authentic leadership while developing new understanding of authenticity, others suggest that it is flawed; others offer fresh, challenging, leadership insights. The chapter concludes with a brief introduction to all chapters in the handbook.

Details

The Emerald Handbook of Authentic Leadership
Type: Book
ISBN: 978-1-80262-014-6

Keywords

Article
Publication date: 16 January 2024

Antonis Gavalas

Traditional management models are no longer viable in this complex era, with fast-pacing markets and various emergent properties affecting organizational success. The present…

Abstract

Purpose

Traditional management models are no longer viable in this complex era, with fast-pacing markets and various emergent properties affecting organizational success. The present study acknowledges the need for developing a coherent framework that leaders may use to evaluate their organizational adaptive ability.

Design/methodology/approach

This paper uses theoretical analysis.

Findings

This paper proposes the CAL-R framework, which identifies key characteristics of complex adaptive systems (CAS). These actionable elements, manifested in respective behaviors, will increase organizational adaptability. Adaptability is then suggested to be the mediating factor between complex adaptive leadership practice and organizational performance.

Research limitations/implications

The suggested actionable elements are developed based on a theoretical, non-measurable approach; however, the need for statistical rigorousness is also acknowledged. Further research and a quantitative approach are also suggested for the development of a sound measurement scale.

Practical implications

Applying effective complex adaptive leadership will potentially provide organizations with a competitive advantage by making them more innovative, able to transform and adapt to environmental needs and changes and eventually meet their goals and reach their vision. Leaders may use the identified actionable elements as benchmarks against which they can evaluate their organizations' complex adaptive leadership readiness (CAL-R).

Originality/value

The CAL-R framework may be used by leaders in order to evaluate their organization’s current adaptive maturity level (ability) and identify the elements they need to focus on more and develop in order to become more adaptive and competitive.

Details

Journal of Management Development, vol. 43 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 24 May 2023

Shailja Shailja, Patiraj Kumari and Himanshu Singla

The aim of this paper is to investigate the effect the servant leadership on innovative work behaviour (IWB) of teachers. Besides this, the mediating effect of ambidexterity on…

Abstract

Purpose

The aim of this paper is to investigate the effect the servant leadership on innovative work behaviour (IWB) of teachers. Besides this, the mediating effect of ambidexterity on enhancing IWB and moderating role of gender has also been investigated.

Design/methodology/approach

Variance-based SEM has been used for testing the proposed structural model with a sample of 350 college teachers.

Findings

Findings of the study revealed that servant leadership positively influences IWB. Additionally, IWB can be augmented with the presence of individual ambidexterity.

Originality/value

As per our knowledge, the present study is the first of its kind that makes an additional contribution to the IWB literature by investigating a partial mediating role of individual ambidexterity on the relationship between servant leadership and IWB.

Details

Leadership & Organization Development Journal, vol. 44 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 22 August 2022

Mehdi Yazdanshenas and Mehdi Mirzaei

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of…

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Abstract

Purpose

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of psychological capital and psychological empowerment were considered as well.

Design/methodology/approach

This study is an applied research and a descriptive-correlation survey that used quantitative data. Data were collected from 302 employees of a large factory in Iran who was selected randomly. The research questionnaire consisted of 54 statements and was distributed among the sample. Data was analyzed through confirmatory factor analysis and structural equation modeling.

Findings

The findings of this study show that leader integrity and ethical leadership have a positive effect on employees’ success and psychological capital and psychological empowerment moderate these effects. Moreover, leader integrity has an indirect effect on employees` success through employees’ perception of ethical leadership.

Originality/value

This study mainly contributes by explaining two sets of variables related to leaders’ behavior and employees’ cognitive competence which are complementary in improving employees’ potential success. The results highlight that leaders’ behavioral integrity can amplify ethical leadership which can ultimately leads to employees’ success if they have a high psychological empowerment and psychological capital.

Details

International Journal of Ethics and Systems, vol. 39 no. 4
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 14 February 2022

Huayao Zhang, Junjie Wu, Jing Wen and David Douglas

Determining the role of ethical leadership in the multinational companies’ (MNCs) control practices, the purpose of this paper is to extend Eisenbeiss’ (2012) four central ethical…

Abstract

Purpose

Determining the role of ethical leadership in the multinational companies’ (MNCs) control practices, the purpose of this paper is to extend Eisenbeiss’ (2012) four central ethical leadership orientations into multinational companies’ control contexts – the culturally diversified environment.

Design/methodology/approach

Adopting a multiple-case research design, the authors gather qualitative data from four MNC subsidiaries located in China, that connects three potentially diverse cultural contexts: German, Japanese and Chinese.

Findings

The findings of this paper confirm that ethical leadership compliance (or violation) positively (or negatively) contributes to the internalization of organizational practice transfer, moderated by cultural distance between foreign managers and subsidiaries’ employees. The results reveal that informal control and trust act as lubricants in the internalization process.

Originality/value

This paper evidences the connections between ethical leadership, organizational practice transfer and subsequent performance, along with inclusive cultural moderating factors.

Details

International Journal of Organizational Analysis, vol. 31 no. 6
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 26 April 2022

Ashok Kumar Dua, Ayesha Farooq and Sumita Rai

The purpose of this paper is to examine the nature of relationship between ethical leadership and employee voice behavior. Study of employee voice behavior is important, because…

Abstract

Purpose

The purpose of this paper is to examine the nature of relationship between ethical leadership and employee voice behavior. Study of employee voice behavior is important, because leaders in organizations make numerous decisions based on employees’ work-related inputs which do influence the decision quality and team performance.

Design/methodology/approach

Survey data were collected through structured questionnaire from Indian organizations. Data were analysed through statistical techniques such as confirmatory factor analysis and structural equation modeling.

Findings

The findings showed that ethical leadership did impact the employee voice in a positive and significant but moderate manner. The study also found no significant differences in ethical leadership and voice behavior across demographic variables such as gender, age, educational qualification and job level in the Indian context.

Research limitations/implications

The study is conducted using single cross-sectional research design, and for better causal inferences of the relationship between various variables, future research studies may be conducted with longitudinal research design, multiple data sources and variety of industries with large sample size.

Practical implications

With erosion of ethical values and corporate scandals, managers need to develop and display ethical leadership as employees emulate their leaders’ ethical behavior because ethical leadership, or its perception, relates positively and significantly to employee voice behavior.

Originality/value

There is less study to understand ethical leadership and its influence on voice behavior in developing countries, especially in India. Ethical leadership behavior encourages employees to voice their work-related constructive opinions and concerns for improved decision-making and reduced unethical practices. Also, there is scarcity of research that explores the impact of demographic variables and this study is an effort to understand this gap.

Details

International Journal of Ethics and Systems, vol. 39 no. 2
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 30 May 2023

Iqra Shahid, Muhammad Anwar Ul Haq, Francesca Di Virgilio and Mirza Ashfaq Ahmed

The aim of this study is to determine the effect of ethical leadership (EL) on individual ambidexterity (IA). Equity sensitivity (ES) was proposed as an underlying mechanism…

Abstract

Purpose

The aim of this study is to determine the effect of ethical leadership (EL) on individual ambidexterity (IA). Equity sensitivity (ES) was proposed as an underlying mechanism between EL and ambidexterity. Openness to experience (OTE) was hypothesized to strengthen the effect of EL on IA.

Design/methodology/approach

Data were collected, using a cross-sectional survey design, from employees working in Software Houses in Pakistan using multistage sampling. A usable sample of 255 was subjected to analysis in a two-step structural equation modelling.

Findings

The empirical findings revealed that EL has a positive effect on IA. ES partially mediated between EL and IA. OTE strengthens the impact of EL on IA.

Practical implications

This study carries some implications for practitioners, and in particular it provides a clear direction to the management who exhibits EL characteristics. Ethical leaders encourage their followers to explore new things, to behave more innovatively at work and to take the risk in implementing and introducing new ideas.

Social implications

This study highlights that EL should establish a positive work environment in which employees have a comfortable feeling when applying their explorative and exploitative activities to their work.

Originality/value

This study investigates critical linkages between EL and IA. Given the importance of IA, results provide novel guidance regarding EL style and the significance of equity in workplace. Recruitment decisions will also be guided by choosing those who have an open personality orientation in the workplace.

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