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The management of multiple organizational identities is an important issue in contemporary organizations. However, relatively few researchers have examined how organizations and their leaders control or cope with this ambiguity. This paper contributes with an empirical description of a Chief Executive Officer’s (CEO’s) efforts to handle multiple identities. It is based on a case study of a corporate consulting unit with dual organizational identities – a staff identity and an external consultant identity. The paper shows that the CEO’s rhetoric focuses on creating an identity hierarchy, highlighting the identity of external consultant. The distinctiveness of this identity, in comparison to the parent organization, is emphasized by using the IT consulting industry as a prototype for the self‐categorization of Telco Consulting. In combination with the secondary staff identity, a loosely coupled relation to the parent organization is constructed. One conclusion that may be drawn from the study is that the two identities emerge in part through the effects of internal contrasting.

Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.

The purpose of this paper is to investigate the relationship as well as the impact of leadership styles on knowledge management practices in a software firm in India.

The research involved collection of quantitative data on leadership styles and knowledge management practices by using two psychometric instruments, namely organizational leadership questionnaire and knowledge management assessment tool. The survey consisted of 331 knowledge workers working for a software firm in India who had a minimum of one year of working experience in the organization. The data which were collected underwent statistical treatment to obtain the results for the stated objectives of the study.

The research findings indicate directive as well as supportive styles of leadership to be significantly and negatively associated with the art of knowledge management practices. It also depicts that consulting and delegating styles of leadership are positively and significantly related with managing knowledge in a software organization. Finally, only the delegating mode of leadership behaviors was found to be significantl in predicting creation as well as management of knowledge for competitive advantage in software firms in India.

There are a few limitations which may affect the scope of the study. First, the study was conducted in only one software firm situated in the national capital territory of India. Hence, blanket generalization of the findings of the study to each and every software firm in India should be done with caution. Second, it was leadership styles alone more than any other variable which was taken to study its impact on knowledge management processes and practices. Therefore, it is suggested that future research, if any, in the area of knowledge management should take note of these two important limitations for the benefits of the industry as a whole.

The research investigation offers several recommendations/suggestions for helping knowledge workers as well as top management to design and implement knowledge management architecture for organizational excellence.

The paper offers unique empirical directions to manage knowledge in a software company in India. As there is a dearth of empirical research in the area of knowledge management in India, the empirical evidence obtained in this paper will be of use to organizations wanting to become knowledge management companies.

The purpose of this study is to investigate the role of trust, informational support and integrative behaviors in the effective outcomes of peer conflict in the workplace.

Deidentified secondary data were provided by a human resource management company that offers conflict resolution training. The authors studied a sample of 815 supervisors and middle-level managers (51% female; average age = 40) who reported their primary work experience was in the USA. Each respondent described a workplace conflict with a peer. A regression-based bootstrapping technique was used to test the hypothesized relationships between the constructs of trust, informational support, integrative behaviors and effective outcomes in peer conflict.

The relationship between trust and the use of integrative behaviors during peer conflict is conditional on the availability of informational support, such that those who solicit a third party’s views are more likely to exhibit integrative behaviors during the conflict under study, even at relatively lower levels of trust in the conflict relationship.

In this study, the authors add to social interdependence theory and the role of integrative behaviors by proposing the importance of interpersonal trust and informational support, which may reduce uncertainty during peer conflict. The authors also extend existing literature on cooperation, cooperative approaches to managing conflict and integrative behaviors in the workplace by examining peer-to-peer organizational conflict.

For insights into the debate between consultants who advocate authentic, character-based leadership and those that believe leadership is primarily an exercise of political power, S & L interviewed Professor Jeffrey Pfeffer, author of Leadership BS: Fixing Workplaces and Careers One Truth at a Time.

Professor Pfeffer believes “By any measure or set of relevant measures, the leadership industry has failed and continues to do so.” The interviewer asks him why he reached this conclusion and what implications this has for practitioners.

Simply put, leaders need to be true to what others need from them, not to how they may be feeling.

Professor Pfeffer offers a reminder of the enduring functionality of political skills and acumen in the workplace, which many adherents of the “inspirational leadership” approach don’t seem to want to embrace.

Professor Pfeffer offers a no-holds-barred account of the intersection of modern workplace realities and self-interested leadership.

This study aims to particularly focus on undergraduate and postgraduate early stage level students pursuing business, educational, social work programs. Particularly those studying organizational behavior, leadership and change, curriculum design management, social literacy and courses on 21st Century Skills.

Social entrepreneurship, developmental studies, education, organisational behavior are the subject areas focused in this study.

Purpose – The present case study is an empirical account of the gender perspectives on leadership styles and entrepreneurial mind-set demonstrated by Jigyasa and Gaurav, the co-founders of “Slam Out Loud” (SOL) – an Indian for mission non-profit organisation established in 2017. The authors intend to highlight the challenges faced by SOL during COVID outbreak, to establish community connect in the virtual domain and deliver hyper-personalised socio-emotional learning (SEL) frameworks. Will SOL’s Creatively Omnipresent and Versatile Inclusive Design framework transform Indian child education in the wake of New Education Policy 2020 of India while being sustainable as well as globally competitive?

This case study is based on primary data collected through semi-structured in-depth interviews with the founders of SOL. It follows the deductive approach of methodology. The data has been complemented by documentary analysis, including videos, descriptions of internal processes and articles.

SOL has been strengthening the transformative power of performance and visual arts to help build creative confidence (CC) among children from disadvantaged communities below five years of age. The co-founders have focused on imparting life skills such as communication, critical thinking and empathy in children. The framework adopted by SOL is a combination of six 21st century and SEL skills including creativity, communication, critical thinking, collaboration, self-esteem and empathy.

A novel Sinha’s 5 × 7 SEL- COVID Matrix.

Learning outcomes can only be achieved using case-based pedagogy. Students are encouraged to dive deep into the dilemma. After the case discussion students will be able to define Creative Confidence (CC) with its importance in social development, comprehend the impact of developmental interventions such as Jijivisha Fellowship during COVID 19 and post COVID 19, understand servant leadership and its impact in the management, analyse how servant leadership accelerates social efficacy in the social enterprises, illustrate the novel 5 × 7 SEL-COVID framework for educators, create and evaluate their hyper-personalised SEL framework curriculum.

The SOL initiative is well aligned with the National Education Policy introduced in India in 2020. It will address the issues of not only providing equitable and inclusive education but also enhancing enrolment ratio and reducing dropout rates. Adoption of Arts-based education will also develop Creative Confidence (CC) and improve emotional well-being of children in primary education.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship

This paper aims to investigate how the relationship between leadership and organizational learning culture (OLC)/learning organization (LO)/organizational learning (OL) is measured in the literature.

This systematic literature review analyzes published peer-reviewed English articles that examine the relationship between leadership and OLC/LO/OL empirically. A total of 58 articles has been found in 42 journals.

This paper provides a holistic view of the types of leaderships that have been connected with OLC/LO/OL in various countries and industries. Research methods from the literature are also examined.

It is among the first studies to review the literature about the connection between leadership and OLC/LO/OL. This review offers constructive future research directions.

Drawing on the knowledge-based view (KBV), the study investigates the impact of entrepreneurial leadership (EL) on knowledge management (KM) processes and further examines the mediating role of KM processes on the linkage between EL and project success (PS).

Survey data were collected from 304 project workers in software projects, and the proposed relationships were assessed through SMART-PLS structural equation modeling tool.

The study found a significant impact of EL on KM processes and PS. The analysis also revealed that KM processes significantly impact project success while EL impact PS indirectly through KM processes.

The relevancy of the research stems from the scarcity of research on EL, while studies on the role of leadership as a predictor of KM are significantly limited. Additionally, there is a scarcity of research on the impact of KM on project success. This is one of the earliest studies that investigate the inter-relationship among EL, KM processes and project success.