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1 – 10 of over 4000Sandra G.L. Schruijer and Petru Lucian Curseu
This paper aims to provide a deeper understanding of what collaborative leadership in interorganizational systems entails.
Abstract
Purpose
This paper aims to provide a deeper understanding of what collaborative leadership in interorganizational systems entails.
Design/methodology/approach
The empirical basis consists of the dynamics observed during two behavioral simulations involving seven stakeholders with managers and professionals as participants, dealing with a complex regional development issue.
Findings
The authors describe what functions collaborative leadership in multiparty collaboration serve by discussing relevant literature and introducing a system psychodynamic perspective on leadership that focuses on the emerging dynamics between a leading party and other stakeholders. The relational dynamics between the leading party on the one hand and the other stakeholders on the other, are described and interpreted, taking the larger systemic context into account.
Practical implications
The authors discuss some important group dynamics aspects that emerge in a multiparty context that can be used by participants in and facilitators of such complex systems in order to foster effective collaboration.
Social implications
Multiparty systems are set up to deal with some important societal challenges that require the integration of insights, resources and interests across several organizations and societal actors, therefore this study provides important insights into the complexity of collaborative leadership emergent in such contexts in which position power is lacking.
Originality/value
The study provides a qualitative, in depth analysis of the collaborative leadership as it emerges in a multiparty context simulated by an experiential learning context.
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For a long time, researchers have stressed the importance of identity for collaborative supply relationships. Accordingly, it has been proposed that supply relationships may be…
Abstract
Purpose
For a long time, researchers have stressed the importance of identity for collaborative supply relationships. Accordingly, it has been proposed that supply relationships may be efficiently managed by establishing a shared collective identity among partners. However, this strategy may challenge the partners' individual distinctiveness and thus lead to adversarial relationship outcomes. In this article, it is argued how and when establishing an intergroup relational identity may be a better choice than building a collective identity.
Design/methodology/approach
The conceptual research is based on an analysis of previous literature. Relational identity theorizing and the theory of intergroup leadership are applied to build on and extend previous views on identity in interorganizational contexts.
Findings
It is proposed that when supply chain actors are subject to identity threats in collaborative supply relationships, such threats are driven by the imbalance of power between or among the parties. Therefore, establishing an intergroup relational identity should be preferred over a collective identity in situations characterized by a high identity threat.
Research limitations/implications
Future studies could support this article's theoretical suggestions with empirical evidence.
Practical implications
Intergroup relational identity preserves the distinctiveness of all parties involved in a collaborative relationship and is based on their individual contributions. Managers could support a collaborative environment and promote a shared vision between or among organizations through appropriate rhetoric.
Originality/value
This study contributes to an understanding of the relational aspects of interorganizational behavior by adapting social psychological theories to this area of research.
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Traditional leadership theory and practice in the public sector has focused on leading within bounded hierarchies. However, the demand for collaborative governance requires new…
Abstract
Traditional leadership theory and practice in the public sector has focused on leading within bounded hierarchies. However, the demand for collaborative governance requires new approaches to leadership. The question for scholars is: what is collaborative leadership and how does it compare to traditional leadership thought? To investigate this question, personal interviews were conducted with experienced collaborators in the federal government, with special emphasis on executives in the Department of Homeland Security (DHS). Interview data were analyzed alongside three public leadership models. Analysis revealed that four strengths are fundamental to collaborative leadership: (1) oral communication, (2) external awareness, (3) continual learning, and (4) interpersonal skills. In the context of collaboration, leadership contrasts significantly from traditional public sector leadership models, which emphasize directive action rather than supporting, or human relations–focused action. While there was considerable congruence among interviewees with regard to the core skills necessary for collaborative leadership, U.S. Coast Guard (USCG) respondents value creativity/innovation as a collaborative leadership attribute, which seems to be in contrast with the organization's formal command-and-control structure.
Denita Cepiku and Marco Mastrodascio
The purpose of this research is to highlight the impact of integrative leadership behaviors on network performance in local government networks.
Abstract
Purpose
The purpose of this research is to highlight the impact of integrative leadership behaviors on network performance in local government networks.
Design/methodology/approach
The data were retrieved from a survey conducted on 362 local government network leaders in Italy. Their leadership behaviors were compared with the level of network performance anonymously self-reported.
Findings
The findings show that high frequency in the usage of a specific category of behavior does not always lead to high performance in local government networks. Moreover, leadership behaviors leading to highly performing networks are not always engaged most frequently by networks' leaders.
Originality/value
This research gives an empirical contribution to a neglected topic: network leadership. Moreover, the authors attempt to highlight how it is able to influence network performance.
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Ray Qing Cao, Isaac Elking and Vicky Ching Gu
The purpose of this study is to examine how supply chain strategy affects a firm's sustainability performance and how the strength of that relationship is influenced by managerial…
Abstract
Purpose
The purpose of this study is to examine how supply chain strategy affects a firm's sustainability performance and how the strength of that relationship is influenced by managerial authentic leadership (AL) and its associated impact on interorganizational citizenship behavior (ICB).
Design/methodology/approach
Building on the intersection of three theories: organizational ambidexterity, AL and ICB, a mediated moderation model is developed and tested using structural equation modeling based on the responses from a cross-sectional survey administered by the authors.
Findings
The results reveal that an ambidextrous supply chain strategy is positively related to firm sustainability performance and this relationship is strengthened by AL. Furthermore, this study finds that this moderating relationship is partially mediated by ICB.
Originality/value
To the best of the authors’ knowledge, this paper is among the first to empirically test the effect of supply chain ambidexterity on sustainability performance by explicitly considering how leadership characteristics can both directly and indirectly affect the efficacy of this relationship. The findings complement existing literature by providing novel insights into the ability of firm supply chain strategy to affect sustainability performance.
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Petru Lucian Curseu and Sandra G.L. Schruijer
This paper aims to report the development of the multiparty collaborative leadership scale (MCLS) that assesses four dimensions of collaborative leadership that have been defined…
Abstract
Purpose
This paper aims to report the development of the multiparty collaborative leadership scale (MCLS) that assesses four dimensions of collaborative leadership that have been defined in the literature regarding the functions of collaborative leadership in intra- and interorganizational settings.
Design/methodology/approach
The authors have tested the validity and reliability of the MCLS in a sample of 110 managers and professionals who participated in five multiparty collaboration workshops, each lasting for two days. The authors used multilevel analyses to test the construct, discriminant and predictive validity of the MCLS.
Findings
The results generally supported the reliability and validity of the MCLS. The scale has good internal consistency and in terms of validation, the authors show that MCLS negatively predicts the conflictuality and positively predicts the collaborativeness of the leading party as well as trust in the multiparty system and its entitativity.
Research limitations/implications
The MCLS can be used to extend literature on collaborative leadership and generate insights on the antecedents and consequences of effective collaborative leadership in multiparty systems.
Social implications
Multiparty systems are set to deal with important societal challenges and mediators involved in multiparty issues are asked to settle important international disputes and conflicts. Understanding collaborative leadership in such systems and its role in establishing effective multiparty collaboration is key. The MCLS can be used as a research instrument and as a development tool toward realizing much-needed collaboration.
Originality/value
The authors present a first attempt to develop a short scale to assess collaborative leadership in complex systems in which participating stakeholders lack position power.
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Rajiv Mehta, Trina Larsen and Bert Rosenbloom
The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while…
Abstract
The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.
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Naim Kapucu, Tolga Arslan and Fatih Demiroz
The purpose of this paper is to analyze scholarly discussions and findings regarding collaborative emergency management (CEM). Several aspects such as leadership, decision making…
Abstract
Purpose
The purpose of this paper is to analyze scholarly discussions and findings regarding collaborative emergency management (CEM). Several aspects such as leadership, decision making, intergovernmental and interorganizational relations, technology applications in CEM have been investigated.
Design/methodology/approach
Literature review was conducted using three popular search data bases, Academic Search Premier, Academic OneFile, and Info Track OneFile using the following keywords: CEM, collaborative and emergency and management, collaborative networks, emergency networks, emergency network, interorganizational networks, Interorganizational and networks, intergovernmental and networks, and National Emergency Management Network (NEMN).
Findings
The paper emphasizes that high expectations of public and stakeholders in emergency and disaster management require effective use of resources by collaborative networks.
Practical implications
Emergency and disaster managers should be able to adopt their organization culture, structure and processes to the collaborative nature of emergency management.
Originality/value
The paper focuses on a very important subject in emergency and disaster management using NEMN as example.
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Douglas Wegner, Marcelo Fernandes Pacheco Dias, Ana Cláudia Azevedo and Diego Antonio Bittencourt Marconatto
Although the governance and management of networks are deeply intertwined, there is a lack of empirical studies on how strategic networks (SNs) configure both realities for higher…
Abstract
Purpose
Although the governance and management of networks are deeply intertwined, there is a lack of empirical studies on how strategic networks (SNs) configure both realities for higher performance. This paper aims to analyze the array of governance and management sets adopted by high-performing SNs.
Design/methodology/approach
The authors bridge the research gap by using qualitative comparative analysis on the governance (decision-making process, formalization, specialization, incentives and control) and management (strategy, structure, processes and leadership) dimensions of 73 Brazilian SNs.
Findings
The authors found that high-performing SNs adopt one of two governance/management configurations. “Piloted SNs” rely on specialized working teams, have structured decision-making processes and avoid using incentives. Conversely, “atomized SNs” run on incentives and control while eschewing specialization and rigid decision-making procedures. The authors also found that both configurations adopt formal procedures and leverage all four management dimensions.
Originality/value
The study’s results offer pathways for SNs to increase their performance and attract new members, as well as insights into the theory of SN governance.
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Debra A. Noumair, Danielle L. Pfaff, Christine M. St. John, Asha N. Gipson and Sarah J. Brazaitis
The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and…
Abstract
The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and unconscious dynamics in organizational life and more attention focused on rational and observable behavior that can be measured and quantified. We introduce the tool, Beneath the Surface of the Burke-Litwin Model, that invites consideration of how the overt behavior of individuals, groups, and entire systems is linked to covert dynamics. This more comprehensive view of organizational life provides scholar-practitioners with a systemic perspective, a view of covert dynamics by organizational level, and support for the ongoing development of one’s capacity for using self-as-instrument when engaged in organization development and organization change efforts.
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