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1 – 10 of over 13000Yongyi Liang, Haibo Wang, Ming Yan and Jun Xie
This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social…
Abstract
Purpose
This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social identity theory.
Design/methodology/approach
The research model was empirically tested using multi-phase, multi-source and multilevel survey data in China. The final sample consisted of 75 group leaders and 231 group members. Multilevel structural equation modelling and a Monte Carlo simulation were used for hypothesis testing.
Findings
The results showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict, only when the leaders’ benchmarking behaviour was higher rather than lower.
Originality/value
First, this study addresses the question of whether leader group prototypicality would lead to intergroup conflict to provide theoretical and empirical insights to supplement extant literature. Second, the study advances the understanding of mechanisms (intergroup distinctiveness) and the consequences (intergroup conflict) of leader group prototypicality in an intergroup context. Third, the study shows that leaders’ benchmarking behaviour moderates the effect of leader group prototypicality on intergroup conflict through intergroup distinctiveness. As such, the findings are of value to future management practice by offering precise, practical interventions to manage the intergroup conflict caused by leader group prototypicality.
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The purpose of this study is two-fold. First, it systematically reviews and synthesizes research on servant leadership in management and hospitality management literature. Second…
Abstract
Purpose
The purpose of this study is two-fold. First, it systematically reviews and synthesizes research on servant leadership in management and hospitality management literature. Second, by reviewing and comparing the characteristics of the hospitality industry and servant leadership attributes, this study provides insights concerning the conceptualizations and theorization of servant leadership in hospitality management and discusses future research directions.
Design/methodology/approach
The current study reviewed 106 articles published during the period of 1970 to 2018 in hospitality management and broader management literature.
Findings
The characteristics of the hospitality industry and servant leadership attributes were found to be mutually inclusive, both consisting qualities such as trust, integrity, honesty, care, servant behavior, listening and community focus.
Practical implications
Scholars should concentrate on exploring what makes servant leaders unique in the hospitality industry.
Originality/value
The study reviews the hospitality characteristics, and servant leadership attributes offer new research avenues.
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Daryl D. Green and Jack McCann
The purpose of this paper is to examine benchmarking leadership theories in order to build a new leadership model for the green economy.
Abstract
Purpose
The purpose of this paper is to examine benchmarking leadership theories in order to build a new leadership model for the green economy.
Design/methodology/approach
The collection and critical analysis of secondary data from relevant publications were used to evaluate the feasibility of a new leadership model in the green economy. Analysis of organizational and leadership theories has been utilized in order to benchmark future successful efforts.
Findings
The paper found five key issues: there is little research in how the green economy will impact contemporary organizations' strategy, structure, and culture; new theories may need to be developed to assist organizations in developing the right kind of leadership for the green economy; the creation of green jobs may infuse organizations with more emphasis on values and leadership competency; the over dependence on technology to create jobs and sustain society's quality of life carries unintended consequences; and agrarian leadership may offer organizations a better ability to lead workers in the green economy.
Research limitations/implications
The paper examines benchmarking applications that are exclusively relevant in both private and public organizations.
Practical implications
There are several implications for researchers and practitioners related to improving the personal and organizational success of leaders guiding their followers in a green economy. Many countries hope that the green economy will be able to improve their financial situation. Yet, organizations are struggling with the issues of ethical behavior by managers and how to motivate their employees toward greater performance. A new leadership based on agrarian values may be a positive step in addressing these matters.
Originality/value
The paper is significant because it presents a theoretical framework for interpreting how agrarian values can work building the quality of life when applied in a green economy.
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Jens P. Flanding, Genevieve M. Grabman and Sheila Q. Cox
Anatoliy G. Goncharuk and Jamie P. Monat
The purpose of this paper is to develop an improved management/performance model that yields superior business productivity by conjoining internal benchmarking, external…
Abstract
Purpose
The purpose of this paper is to develop an improved management/performance model that yields superior business productivity by conjoining internal benchmarking, external benchmarking, and a strong employee performance/behavior paradigm.
Design/methodology/approach
Strengths and weaknesses of conventional benchmarking approaches to productivity maximization are examined through both literature surveys and experiments.
Findings
It is found that most benchmarking efforts are hampered by resistance of employees to change. It is therefore concluded that benchmarking efforts could be enhanced by integrating employee motivation/behavior programs with the benchmarking efforts.
Research limitations/implications
The individual elements of the proposed model have been field‐validated; however the integrated model has not been field‐tested. This is planned as future research.
Practical implications
The conjoining of internal benchmarking, external benchmarking, and employee motivation/behavior programs should substantially enhance the results of productivity improvement programs based upon benchmarking.
Originality/value
This is the first effort that integrates internal benchmarking, external benchmarking, and employee motivation/behavior programs. This synergistic management model should be quite significant in enhancing corporate productivity.
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Allan H. Church, Lorraine M. Dawson, Kira L. Barden, Christina R. Fleck, Christopher T. Rotolo and Michael Tuller
Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be…
Abstract
Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.
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Andrew Korac‐Kakabadse and Nada Korac‐Kakabadse
Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized…
Abstract
Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized, delayered organizations will demand even greater discretionary choices and behaviour from the executives and thereby testing the togetherness concept of co‐operation, sharing and working together. A benchmarking survey of the Australian Public Service (benchmarked against a private sector and health management sector database) emphasizes the point of creeping fragmentation in organizations and highlights that the capabilities of cohesion, quality dialogue and cabinet responsibility will be demanded even more from the leadership of today’s organization. Gives attention to understanding, practising and developing today’s private and public sector leaders in the capabilities of discretionary leadership.
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Firas Izzat Mahmoud Saleh and Noorliza Karia
This paper aims to formulate COVID-19 benchmarks that international nongovernmental organizations (INGOs) have considered to recover from the sudden stopping of operations swiftly…
Abstract
Purpose
This paper aims to formulate COVID-19 benchmarks that international nongovernmental organizations (INGOs) have considered to recover from the sudden stopping of operations swiftly and consequences of COVID-19 pandemic; thus, to move forward toward readiness for both, the unpredictable spreading or disappearing of the virus (case of INGOs operating in Jordan).
Design/methodology/approach
This exploratory research has been informed by the broader social constructivism paradigm and the basics of grounded theory method to identify the common themes. Six semistructured interviews have been conducted with INGOs’ leaders. The findings have been categorized, triangulated and prioritized toward the final identification of benchmarks.
Findings
Seven COVID-19 benchmarks for INGOs’ effective responses during COVID-19 pandemic have been proposed, comprising of (1) donors’ policies and regulations, (2) needs, expectations and relevancy, (3) coordination, (4) staff management, (5) business continuation plans, (6) balanced short-term and long-term planning and (7) permanent adoption of successful modalities.
Social implications
INGOs play a vital role in the lives of vulnerable people around the world through their international development and aid (IDA) projects. However, the restrictions of movements associated with COVID-19 pandemic drive more burden on these communities and interrupted their access to assistance and support. This paper helps to sustain the crucial support of INGOs to those people who need it.
Originality/value
COVID-19 pandemic has interrupted the implementation of IDA projects, which added further obstacles toward the achievement of quality implementation of these projects. The proposed COVID-19 benchmarks help INGOs to overcome the consequences of pandemic on the near longer-term alike.
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Jiaxin Duan, Yixin (Lucy) Wei and Lei Lu
This study aims to examine the behaviour of institutional and retail investors in response to news about industry leaders (peer firms) and to determine its impact on the stock…
Abstract
Purpose
This study aims to examine the behaviour of institutional and retail investors in response to news about industry leaders (peer firms) and to determine its impact on the stock prices of other firms (focal firms) within the same industry.
Design/methodology/approach
The study investigates the impact of peer news on investor behaviour of Chinese A-shares listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2019. The media coverage of industry leaders is sourced from prominent Chinese online financial outlets and the Chinese Financial Press. Support vector machine is applied to identify the positive, neutral and negative news within the articles. The study uses event study and logistic regression to examine the effects of peer news on focal firms’ investor behaviour.
Findings
The results show that both good and bad news about leaders cause peers’ stock prices to increase initially, but then reverse within one quarter. Further analysis reveals that when leaders’ shares receive positive news coverage, institutional investors tend to exert excessive abnormal buying pressure on peers’ shares, resulting in overreactions. Conversely, retail investors do not actively trade on peers on leaders’ news day due to limited attention. In addition, the study shows that short-selling constraint inhibits bad news from reflecting in the stock prices.
Originality/value
The study highlights differences in investor behaviour. The finding that institutional investors tend to overreact more to peer firms’ news when focal firms are smaller and have a lower frequency of information disclosure supports the salient theory. This is consistent with the previous framework that suggests overreaction is more pronounced when it is difficult to combine external sources of information to evaluate the focal firms. In contrast, retail investors do not engage in active trading on peers on leaders’ news day due to the limited attention theory.
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The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past…
Abstract
Purpose
The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past research. The study aims to understand recent developments in theories, constructs and contexts in RL literature.
Design/methodology/approach
Scopus database is used for the data collection on RL and patterns from 1998–2022. In total, 138 articles were covered for a systematic literature review (SLR) of RL behaviors. Further, the search was extended, and 109 more articles were included for bibliometric analysis of RL using R software. In total, 247 papers were reviewed.
Findings
The results present the consequences and antecedents of RL behaviors with external and internal stakeholders. Literature also indicates that researchers are more attentive to empirical studies with internal stakeholders, such as responsible leaders' impact on employee outcomes. Among theories, stakeholder theory's normative integrative and instrumental perspectives are used with RL.
Research limitations/implications
The first limitation of the study is that this study collected data only from the Scopus database and the choice of language was English. Future studies may use other databases, languages and keywords. Instrumental and integrative RL behavioral styles would help balance organizations' financial and social goals.
Originality/value
This research enhances the literature on RL by combining content and bibliometric analysis to develop a more systematic and comprehensive understanding of integrative and instrumental leadership behaviors.
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