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Article
Publication date: 2 March 2012

Debmalya Mukherjee, Somnath Lahiri, Deepraj Mukherjee and Tejinder K. Billing

The purpose of this paper is to propose a research framework that identifies crucial leadership capabilities pertaining to the different lifecycle stages of a virtual team…

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Abstract

Purpose

The purpose of this paper is to propose a research framework that identifies crucial leadership capabilities pertaining to the different lifecycle stages of a virtual team (VT). More specifically, the framework seeks to identify and explain the role of social, cognitive, and behavioral capabilities as important determinants of effective VT leadership and success.

Design/methodology/approach

This article provides an overview of literature on VT leadership, categorizes leadership capabilities, and relates the capabilities to various stages of VT life‐cycle. A research analysis is undertaken to depict the proposed relationships.

Findings

The propositions demonstrate that for effective VT leadership to happen it is important to understand the specific set of capabilities that contributes to successful management of a particular VT stage.

Social implications

VT leaders' application of appropriate capabilities may result in the development of greater levels of tolerance toward cultural, temporal and geographic diversity that exists among VT members and leaders. Such tolerance may actually help improve worker satisfaction, cohesiveness among team members, and promote better work‐life balance – outcomes that are beneficial to society. In addition, more effective and successful VT leadership will lead to better VT performance and organizational success – suggesting positive social impact.

Originality/value

Research relating to VT leadership has been limited. With the usage of VTs predicted to gain more importance in the future there is a greater need to understand how specific leadership capabilities contribute to the successful management and development of VTs. This study fills the void in the extant literature by exploring the specific leadership capabilities and by analyzing their relative influence and relationships with VT lifecycle stages.

Details

Management Decision, vol. 50 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 5 October 2015

Kurmet Kivipõld

The purpose of this paper is to explore how organizational leadership capability as a knowledge coordinating mechanism affects service organization activities towards…

Abstract

Purpose

The purpose of this paper is to explore how organizational leadership capability as a knowledge coordinating mechanism affects service organization activities towards different stakeholder groups.

Design/methodology/approach

The subjects in the case study are four Estonian service companies from the banking and retail industry providing high- and low-skill services, respectively. The data for the study were collected using the Organizational Leadership Capability Questionnaire with a total of 375 employees as respondents, and the organizations’ web sites to analyse corporate social responsibility (CSR). Assessment and analysis of the data included: the measurement of organizational leadership capability; the measurement of CSR communication; and analysis of the results gained from studying issues pertaining to organizational leadership capability as a knowledge coordination mechanism and innovative behaviour in terms of CSR.

Findings

Ultimately, the study reveals that organizations with higher intensity of knowledge use in high-skill service industries have greater ability to coordinate knowledge as expressed in terms of organizational leadership capability, which in turn, allows them to behave more innovatively in terms of CSR towards stakeholders.

Research limitations/implications

This study suggests that innovative behaviour in organizations towards different groups of stakeholders depends on organizational leadership capability. However, the results of this study are only valid in the context of the Estonia service sector, and more precisely the retail and banking industry.

Originality/value

This paper demonstrates the role of organizational leadership capability in the coordination of knowledge to generate innovative behaviour in terms of CSR in service organizations.

Details

Baltic Journal of Management, vol. 10 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 26 October 2020

Shikha Sharma

The purpose of this paper is to identify and explore leadership capability for driving value co-creation in health-care service innovation. The leadership theories…

Abstract

Purpose

The purpose of this paper is to identify and explore leadership capability for driving value co-creation in health-care service innovation. The leadership theories developed for leading within organization boundaries can no longer apply when customers and multiple participants are collaborating for innovative services. This study uses the dynamic capability theory to identify leadership capability that supports value co-creation in health-care service innovation.

Design/methodology/approach

Two case studies of Australian mental health organizations are used to identify co-creational leadership capability. These organizations have successfully embedded co-creational leadership capability in organizational systems and structure as the dynamic capability.

Findings

The study is among the first one to identify the leadership capability from a service-dominant logic perspective. Drawing from dynamic capability theory, six characteristics of co-creational leadership capability are identified, namely, creating a combined world view, creating a shared vision, facilitating an environment of trust, facilitating knowledge creation and knowledge sharing, empowering choice and facilitating collaboration.

Originality/value

This research has extended the leadership and the value co-creation literature by identifying co-creational leadership capability to drive value co-creation agenda for improving organizational results and performance.

Details

Measuring Business Excellence, vol. 25 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 10 August 2022

Zara Whysall and Alistair Bruce

This study examines the decision-making processes surrounding C-suite changes, to help understand the extent to which these processes may help or hinder progress towards…

Abstract

Purpose

This study examines the decision-making processes surrounding C-suite changes, to help understand the extent to which these processes may help or hinder progress towards greater diversity and equality at board and senior leadership levels.

Design/methodology/approach

Since acquisition of corporate entities by private equity (PE) investors is known to trigger more frequent changes in leadership than in other corporate situations and its influence on global corporate structures continues to expand, it was targeted as a critical context for exploring the issue. In-depth semi-structured interviews were undertaken with 23 senior investors from 19 different PE firms, examining how incumbent leadership capability is assessed, how decisions regarding changes to incumbent leaders are made, and how existing approaches might influence leadership equality and diversity.

Findings

The findings reveal a common reliance on informal approaches for informing decisions regarding C-suite changes, on subjective and/or anecdotal opinions of leaders' suitability, and an over-reliance on past experience rather than capability or potential when identifying suitable replacements. Evidence of heuristics and biases emerged, including a bias for maintaining incumbent leaders, even in light of concerns regarding their capability or suitability, thereby inhibiting efforts to improve diversity and perpetuating inequality.

Originality/value

This paper explores the decision-making processes undertaken within organisations to determine C-suite changes, a relatively unexplored area, which plays a key role in the upward mobility of a diverse workforce. The study engages directly with decision-makers to examine real-life decision-making situations and explores the findings with reference to theory from occupational psychology and behavioural economics, providing a rich exploration of potential limitations and consequences of current practices for equality and diversity.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 22 April 2022

Teck-Yong Eng, Kholoud Mohsen and Lin-Chih Wu

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing…

Abstract

Purpose

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing innovative capability.

Design/methodology/approach

Drawing primarily on the knowledge-based and dynamic capabilities view theory, the present study explored supply chains of a large global apparel company and their effect on innovative capability through a mixed methods approach.

Findings

The results show that transformational leaders strongly influence the development of ambidexterity and enhance radical innovative capability through wireless IT competency.

Research limitations/implications

The results of this study suggest that supply chain integration through transformational leadership and wireless IT competency can promote simultaneous exploration and exploitation to enhance innovation.

Practical implications

The growth of cloud and/or virtual supply chains facilitated by digital wireless communications and Internet technology is advancing logistics and supply chain innovations. With increasing global competition, digitalized supply chains and ever-growing environmental uncertainty, leadership traits, especially transformational leadership and ambidextrous leaders, can be major contributing factors for successful development of wireless IT competency to support innovative capability.

Originality/value

Wireless IT competency facilitates knowledge integration particularly for combining prior internal knowledge of exploitative innovation with new external knowledge to develop explorative innovation.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 15 November 2021

Afzal Izzaz Zahari, Norhayati Mohamed, Jamaliah Said and Fauziah Yusof

The COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various…

Abstract

Purpose

The COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions in Malaysia.

Design/methodology/approach

According to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.

Findings

Based on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.

Research limitations/implications

The work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.

Practical implications

Organisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.

Originality/value

The study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.

Details

International Journal of Social Economics, vol. 49 no. 2
Type: Research Article
ISSN: 0306-8293

Keywords

Article
Publication date: 17 November 2021

Steven Robert Fannon, Jose Eduardo Munive-Hernandez and Felician Campean

This paper establishes a comprehensive basis for understanding the roles and competences of mid-level management and their influence on the effectiveness of continuous…

Abstract

Purpose

This paper establishes a comprehensive basis for understanding the roles and competences of mid-level management and their influence on the effectiveness of continuous improvement (CI) capability within an organisation.

Design/methodology/approach

This research builds upon the hypothesis that methods alone do not lead to successful CI capability development. It focuses on the role of mid-level management in driving a CI environment that underpins the effectiveness of CI capability. A reference model for the CI environment is synthesised based on critical literature review, integrating CI culture, CI enablers and CI leadership elements. A comprehensive framework is introduced to define CI leadership roles and competence indicators. A quantitative benchmarking study involving structured interviews with 15 UK organisations was undertaken to collect evidence for a causal relationship between CI leadership competences and CI capability.

Findings

Analysis of the benchmarking data provides clear evidence of the causal relationship between the CI leadership competences of mid-level management and CI capability of the organisation. Given that the empirical study was structured on the basis of the CI leadership roles and competences framework introduced in this paper, this also provides validation for the proposed framework and the CI environment model.

Practical implications

The evidence-based knowledge of the positive relationship between the mid-management CI leadership competences and the effectiveness of the CI capability informs strategic organisational development interventions towards enhancing CI capability and effectiveness, ultimately underpinning productivity enhancement and sustainability. The framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper and grounded in underpinning work undertaken within a large automotive Original Equipment Manufacturer (OEM), can be adapted by any organisation. The CI environment reference model should provide a comprehensive support for strategists to communicate the framework for CI capability improvement within an organisation, to enhance acceptability and adherence to improvement actions.

Originality/value

This research proves for the first time the significance of the causal relationship between the CI leadership competences and the effectiveness of the CI capability within an organisation, thus filling an important gap between established previous work, focussing on the role of mid-level management on one side and practitioner and team level roles, methodologies and tools. The proposed CI environment model is a theoretical contribution with reference value for both practice and further studies. The comprehensive framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper provides sound foundation to deliver CI leadership in the workplace.

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 1 April 2003

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study…

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Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

Details

Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 13 June 2016

Majd Megheirkouni

The purpose of this paper is to understand the nature of leadership development in Syria, by answering specific research questions: what are the types of leadership

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Abstract

Purpose

The purpose of this paper is to understand the nature of leadership development in Syria, by answering specific research questions: what are the types of leadership behaviours and capabilities adopted by companies operating in Syria? And why are they adopted?

Design/methodology/approach

Qualitative research method has been adopted to achieve the aim of this study.

Findings

The findings revealed that the leadership behaviours and capabilities required for business environment in Syria include strategic thinking, business skills, communication, understanding the whole, ability to change, teamwork, self-awareness, decision making/problem solving, and adaptability.

Research limitations/implications

Research data has been collected in an unstable environment because of what was called the Arab Spring, so this affected not only the participants, but also how they respond to each question. Additionally, only the for-profit sector was involved in the study because of its flexibility, lack of bureaucracy, and application of leadership development.

Practical implications

The paper explores the major leadership behaviours and capabilities utilised and their purposes, as well as more broadly for designers who are attempting to develop leadership in the Syrian context.

Originality/value

The study offers data and interpretation of a specific non-Western context on which foundation further studies in the Middle Eastern context can be developed.

Details

Journal of Management Development, vol. 35 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 6 March 2017

Alvaro Lopez-Cabrales, Mar Bornay-Barrachina and Mirta Diaz-Fernandez

The purpose of this paper is to analyze the antecedents of the development of dynamic capabilities from an HRM perspective, considering the leading role of leadership

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Abstract

Purpose

The purpose of this paper is to analyze the antecedents of the development of dynamic capabilities from an HRM perspective, considering the leading role of leadership styles and their potential impact on the orientation of HR systems and a firm’s capabilities.

Design/methodology/approach

The authors designed an empirical study of a sample of 107 Spanish industrial firms, asking HR, production and marketing managers to assess the CEO’s leadership styles, the system of HRM practices applied in their organizations and dynamic capabilities. They applied multiple regressions and mediation analysis.

Findings

The authors’ results suggest that both transactional and transformational leadership styles are positively associated with dynamic capabilities (sensing, seizing and reconfiguration), directly and indirectly, through their effects on HR systems.

Research limitations/implications

This paper approaches dynamic capabilities by using cross-sectional data. A longitudinal analysis would enrich this study. Also, the data aggregation in this paper does not allow to check different HR orientations from different departments. Finally, other HRM practices and strategic orientations could be assessed.

Practical implications

This paper highlights the need to develop CEOs who are able to combine leadership behaviors in such a way that they promote HR systems (skill-based development vs job-based development) and to use them as mediating mechanisms and in order to generate greater dynamic capabilities in the organization.

Originality/value

The authors are proposing that HRM can be applied to leverage a firm’s competitive advantage, as HR systems mediate for obtaining different dynamic capabilities. Second, it could be concluded that any CEO should combine or display traits of both forms of leadership styles (transformational and transactional) in order to develop the full range of dynamic capabilities. Finally, this paper can provide some insights into the way dynamic capabilities can be measured and approached, through HRM microfoundations.

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