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Encountering work failures is not uncommon for employees. Employee learning from work failures is critical to knowledge management and employee development. This study aims to examine leaders’ role in facilitating employee learning from work failures.

A two-wave survey featuring full-time employees in China was conducted to test the hypotheses. Linear regression analyses were adopted.

Leader consideration and leader structure initiation are positively related to employee learning from work failures. Leader structure initiation strengthens the positive relationship between leader consideration and employee learning from work failures. Employee intrinsic motivation mediates the interactive effect of leader consideration and leader structure initiation on employee learning from work failures, such that leader structure initiation strengthens the positive relationship between leader consideration and employee learning from work failures through employee intrinsic motivation.

Despite the importance of employee learning from work failures, little is known about leaders’ role in facilitating such behavior. Whereas leader consideration and structure initiation are distinct and sometimes even competing, this study suggests that they complement each other to exert positive influences on employee learning from work failures. In addition, this study identifies an underlying influence mechanism.

The purpose of this paper is to analyze how team management affects team‐learning activities.

The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses.

The leadership behaviour (consideration, initiation of structure) displayed by the team leader plays a key role in facilitating team learning. Team leader behaviour characterised by consideration and in particular by initiation of structure are both positively related to team‐learning activities. Cross‐training of team members also contributes to team‐learning behaviour.

A specific setting may limit the generalizability of findings. Further research may accordingly investigate to what extent these results can be generalized to other settings or other aspects of team learning.

The leadership style adopted by the team leader, as well as cross‐training of members, affect team‐learning activities. These results link leadership theory to collective learning in teams and organizations, and suggest ways leaders can contribute to improved learning.

The study provides new insight into how management of teams facilitates team‐learning activities. While consideration is somewhat related to team learning, initiation of structure as well as cross‐training appear as key variables.

Examines best current product innovation practice. Describes the organizational arrangements currently used by firms which are regular product innovators in order to guide those which are less active. Centres on measuring the properties of loose/tight organization structures in relation to corporate renewal through product innovation. Presents results which suggest that there are important organizational differences between high‐tech firms which are active, experienced product innovators and those which are not.

This study explores factors that influence the initiation of leadership coaching relationships that include externally employed coaches and school administrators.

This qualitative research study includes semi-structured interviews, observations and documents collected across three academic years within the context of a university-based leadership coaching program. Participants included six leadership coaches and six school administrators who participated in the program.

Qualitative analysis indicates that gender and race, prior professional experience, pre-existing professional relationships and the complexity of the district’s organizational structure influence the initiation of the coaching relationship.

Confidentiality restrictions imposed by the program limit opportunities for member checking and other forms of triangulation. Additional data collection using more expansive research methods would help address this limitation.

This study contributes to the sparse literature about leadership coaching with school administrators by describing how different factors influence initiation coaching relationships.

The Ohio State leader behaviour description questionnaire XII (LBDQ XII) was used to assess the leadership preference opinions of business managers in England and Germany. Significant differences were noted between the two national groups. The most dramatic difference was on the factor production emphasis, defined as “measuring to what degree the manager applies pressure for productive output”, with the English sample indicating a preference for a leader to demonstrate a significantly higher level of production emphasis than the German sample. Large, significant differences were also observed for demand reconciliation, persuasiveness, tolerance of uncertainty, initiation of structure, predictive accuracy, and superior orientation. For English leaders, the followers seem to prefer a more interventionist approach. For German leaders, the imposition of Ordnung (order) is critical.

This paper examines the relationship between chief executive officers' (CEOs') leadership behaviors (consideration and initiating structure) and firm and individual performance (i.e. profitability, affective commitment and employees' willingness to change) in small and medium-sized firms (SMEs) that need to adapt to changing environments.

Survey data was collected from SMEs (28 firms, 235 employees) in the accounting industry along with objective performance register data (profit and return on assets). The predicted model was tested with multilevel structural equations modeling (MSEM) using a maximum likelihood estimator.

The CEO leadership behavior of initiating structure was positively related to firms' profitability, while the CEO leadership behavior of consideration was positively related to employees' willingness to change and affective commitment.

Small accounting firms typically offer standard services that are now being replaced by digital solutions. These firms have an incentive to offer new services, such as business advisory services. Therefore, leaders should embrace the duality of consideration and initiating structure to gain employees' willingness to change and optimize overall firm performance.

The paper contributes to leadership literature by examining a novel context (CEO consideration and initiation of structure in SMEs in uncertain environments) using a combination of firm performance measures (e.g. objective outcomes at the firm level and employees' willingness to change as a new measure at the individual level). In addition, it reports a comprehensive test of the full model using MSEM, the findings of which demonstrate the importance of dual leadership behaviors for CEOs.

The purpose of this paper is to provide new insights for managing knowledge reuse in terms of the duality of innovator personality. Continuously developing new products is crucial for firms to maintain and enhance their competitive advantages. However, the limited and highly specialized knowledge can cause innovators of firms to face difficulties in the process of new product development (NPD). In this setting, knowledge reuse becomes a solution that may benefit innovators to overcome the innovation dilemma. Given the fact that innovators with different personality are likely to form incongruent cognitions and affection on knowledge reuse, thus subsequently affecting the performance of NPD, there is an urgent need to investigate the effects of innovator personality in the entire process of knowledge reuse.

This paper exploits five-factor model (FFM) of personality to comprehensively investigate the dual effects of innovator personality in managing knowledge reuse based on the two distinct sets of knowledge reuse initiation and implementation.

By using the data from 981 innovators of knowledge-intensive firms in China, this study finds that the FFM traits of conscientiousness and agreeableness had opposing effects on initiation and implementation of knowledge reuse. While the FFM traits of emotional stability and openness to experience both positively affect the knowledge reuse initiation and implementation. Moreover, the FFM traits of extraversion benefit the shaping of knowledge reuse initiation whereas encumbering the implementation of knowledge reuse.

First, this study reveals the different roles of cognitive and affective traits of personality in shaping knowledge reuse. Second, this study exposes the role of innovator personality in determining the performance effects of knowledge reuse implementation. Third, this study highlights the dual effects of innovator personality in managing knowledge reuse. This study offers evidence for arranging the innovators with appropriate FFM traits in various stages of knowledge reuse.