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Maturing Leadership: How Adult Development Impacts Leadership
Type: Book
ISBN: 978-1-78973-402-7

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Article
Publication date: 4 March 2020

Megan Reitz, Lee Waller, Michael Chaskalson, Sharon Olivier and Silke Rupprecht

The study's objective was to examine whether and how mindfulness training and practice might impact indicators of three capacities identified as critical for leading in

Abstract

Purpose

The study's objective was to examine whether and how mindfulness training and practice might impact indicators of three capacities identified as critical for leading in the twenty-first century: resilience, leading in complex contexts and collaboration.

Design/methodology/approach

We conducted a non-randomised wait-list controlled study with 57 senior leaders (81 per cent female) who undertook an eight-week “Mindful Leader” programme.

Findings

Our findings suggest the programme was effective in developing leaders in terms of their mindfulness, resilience and self-perceived leadership competencies such as collaboration and agility in complex situations. The amount of mindfulness practice the leaders undertook was associated with improvements in mindfulness, resilience and collaboration. Furthermore, participants reported that the programme was beneficial for them as leaders and that the training format was feasible. However, objective measures of cognitive functioning and leadership competence did not improve significantly within the mindfulness intervention group.

Practical implications

Mindfulness practice may be a promising and effective method for leader development. Our results suggest that mindfulness can be learnt and developed by executive leaders, as long as they practice for at least 10 min per day.

Originality/value

This is the first study to investigate how resilience, leading in complex contexts and collaboration can be developed through mindfulness training.

Details

Journal of Management Development, vol. 39 no. 2
Type: Research Article
ISSN: 0262-1711

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Abstract

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Maturing Leadership: How Adult Development Impacts Leadership
Type: Book
ISBN: 978-1-78973-402-7

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Article
Publication date: 23 November 2018

Vivek Roy

The purpose of this paper is to delve into the intricate depths surrounding the development of sustainable supply chains by conceptualizing the elemental aspects of…

Abstract

Purpose

The purpose of this paper is to delve into the intricate depths surrounding the development of sustainable supply chains by conceptualizing the elemental aspects of superior performance in sustainable supply chain management (SSCM).

Design/methodology/approach

The paper is conceptual in nature and is grounded in the theories of SSCM and knowledge-based view.

Findings

The findings outline the elemental background processes governing the implementation of SSCM practices and superior performance outcomes. The conceptualization suggests that the superior performance of a sustainable supply chain is elementally dependent on the intricate efforts – to enrich the supply chain knowledge base with perspectives on SSCM. Thereby, these intricate efforts are delineated along the arcs of supply chain leadership, supply chain learning orientation, supply chain knowledge management (SCKM) and supply chain knowledge transfer. As such, while an SSCM orientation within the supply chain leadership is helpful in offsetting the inertia among the supply chain members to channelize intricate efforts in SSCM, the SSCM-based supply chain learning orientation further orientates the SSCM efforts of supply chain members toward the excavation of new knowledge in the frame of SSCM. Subsequently, the arcs of SSCM-based SCKM and SSCM-based supply chain knowledge transfer characterize the finer spaces of knowledge excavating actions, essential for enriching the supply chain knowledge base with perspectives on SSCM.

Originality/value

This conceptualization facilitates intriguing theoretical explanations to the linkage between SSCM implementation and superior performance outcomes. Specifically, from the knowledge-based angle, it delineates the root causes governing the superior/inferior nature of SSCM outcomes.

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Article
Publication date: 25 February 2011

Tim Meaklim and Jenny Sims

This paper provides a review of an innovative new leadership programme aimed at senior leaders in the police service and other public sector services. It considers the…

Abstract

This paper provides a review of an innovative new leadership programme aimed at senior leaders in the police service and other public sector services. It considers the context and approaches to leadership that underpin the ethos of the programme. It provides a discussion on the learning approach of the programme and how it offers participants opportunities for critical reflection and for learning in collaboration with peers. It then discusses the use of strategic questions to provide practice for the participants in conducting and understanding an evidence‐based project. Through evaluation research it then considers how effective the approach is in terms of leadership development and in particular the application of this learning to the real world.

Details

International Journal of Leadership in Public Services, vol. 7 no. 1
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 26 October 2018

Min-Ling Liu, Chieh-Peng Lin, Sheng-Wuu Joe and Kuang-Jung Chen

To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical…

Abstract

Purpose

To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition.

Design/methodology/approach

This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity.

Findings

This study finds that both ambidexterity and ethical leadership are positively related to knowledge sharing and team performance through the mediation of team development competition.

Originality/value

This study confirms that ambidexterity and ethical leadership play critical factors for improving knowledge sharing and team performance through the mediation of team development competition. Furthermore, the moderating effects of politics and job complexity are also confirmed in the research.

Details

Management Decision, vol. 57 no. 7
Type: Research Article
ISSN: 0025-1747

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Abstract

Details

Maturing Leadership: How Adult Development Impacts Leadership
Type: Book
ISBN: 978-1-78973-402-7

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Article
Publication date: 10 May 2019

Rochelle Wimalasinghe and Tharusha N. Gooneratne

The purpose of this paper is to explore the co-existence of multiple logics, resulting complexities and their implications on control practices within a traditional…

Abstract

Purpose

The purpose of this paper is to explore the co-existence of multiple logics, resulting complexities and their implications on control practices within a traditional industry (southern cinnamon) in Sri Lanka.

Design/methodology/approach

The paper is premised upon the qualitative methodology and case study approach, while the theoretical backing is provided by the institutional logics perspective.

Findings

The findings reveal that controls are exercised in the southern cinnamon industry to manage competing facets stemming from the co-existence of multiple logics, such as family logic, commercial logic and state logic. Amid the recurring complexity caused by competing logics, the industry remains in a state of control through mediators, such as the exporter trade union (the Spice Council), which although predominantly guided by commercial logic, acts in easing-off tensions between competing logics, while serving the interest of multiple actors. Controls in southern cinnamon nevertheless take a peculiar form, giving way to the continuation of traditional rudimentary practices, which essentially represent the interests of ground level actors.

Originality/value

Moving beyond corporate settings, which are the typical focus of mainstream studies, this paper adds to the existing body of knowledge on control practices in traditional industries, where informal and localized controls prevail. Theoretically, it expands the use of the institutional logics perspective, recognizing multiple logics, tensions and complexities in management control research. In doing so, the authors probe into informal control mechanisms in traditional industries to understand the controls and complexities in practice. Practically, the paper portrays beliefs, issues and incidents in the field (of the southern cinnamon industry in Sri Lanka), which explains why the field operates as it does, thereby offering insights to actors in the field, ranging from practitioners to policymakers.

Details

Qualitative Research in Accounting & Management, vol. 16 no. 1
Type: Research Article
ISSN: 1176-6093

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Dynamics of Financial Stress and Economic Performance
Type: Book
ISBN: 978-1-78754-783-4

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Book part
Publication date: 1 January 2014

Henry W. Lane, Bert Spector, Joyce S. Osland and Sully Taylor

Managing global change is one of the key competencies demanded of global leaders and one of the main challenges they face, according to some scholars. However, leading

Abstract

Managing global change is one of the key competencies demanded of global leaders and one of the main challenges they face, according to some scholars. However, leading change in the global context is one of the most under-researched areas of global leadership. This conceptual chapter first contrasts the organizational development and organization change fields and then proposes a hybrid approach termed global strategic change. Global strategies require new patterns of employee behavior and an enhanced appreciation of the dynamics of intercultural change in which two or more national cultures are involved. Understanding these demands on employee behavior will aid managers in pursuing their globalization efforts. Culture is conceived as a boundary condition, and cultural values that might impact each stage in the change process are identified. Two case studies illustrate successful global strategic change by expert global leaders who were not intimidated by cultural stereotypes. Thoughtful executives can create strategic performance improvements by avoiding being trapped or intimidated by a simplistic interpretation of cultural constraints.

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