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Article
Publication date: 3 April 2017

Wallace Alexander Williams, Randolph-Seng Brandon, Mario Hayek, Stephanie Pane Haden and Guclu Atinc

The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity.

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Abstract

Purpose

The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity.

Design/methodology/approach

Participants were working adults recruited by graduate and undergraduate students from a US public regional comprehensive university. Data were collected across three time periods, with a final sample size of 280 participants.

Findings

The authors’ findings suggest that servant leaders impact employee creativity by fostering an environment that promotes workplace spirituality. Furthermore, this relationship is strengthened to the extent that the servant leader possesses high levels of political skill.

Research limitations/implications

This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. A limitation to this study is the use of a single informant to measure all of the constructs, which may cause a bias in the results.

Practical implications

This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial.

Originality/value

Although servant leadership research continues to receive increased attention in the extant literature, researchers have tended to focus on the relational aspects of servant leadership. Curiously, the “leader” side of servant leadership has been largely neglected. As a result, some have questioned the construct as a viable leadership model. Greenleaf (1977), however, noted that servant leaders also possess conceptual skills; yet, these skills are rarely included in servant leadership measurements or empirical studies. The authors argue that political skill captures the essence of these abilities, and that including it strengthens the servant leader’s impact on workplace spirituality, ultimately influencing employee creativity.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 July 2016

Stephanie S. Pane Haden, Courtney R. Kernek and Leslie A. Toombs

Definitions of entrepreneurial marketing (EM) abound. Unfortunately, a consensus definition and a unified description of the construct still eludes scholars in the field…

Abstract

Purpose

Definitions of entrepreneurial marketing (EM) abound. Unfortunately, a consensus definition and a unified description of the construct still eludes scholars in the field, as multiple frameworks of EM have been proposed without agreement on which is the most valid and what variables are critical to an EM framework. The purpose of this paper is to provide a more comprehensive definition and framework of EM.

Design/methodology/approach

Following a review of the extant literature pertaining to EM, as well as a brief review of the relevant literature regarding entrepreneurship in general, the authors identified a set of variables common and critical to this marketing approach. The authors then examined the historical case of Lillian McMurry, the founder of Trumpet Records, to provide a historical example of EM. Utilizing an abductive approach, the authors repeatedly analyzed the case alongside the salient literature.

Findings

Through a methodology of systematic combining, the authors were able to advance a more comprehensive framework and definition of EM.

Research limitations/implications

The primary limitation of most single case studies is the issue of generalizability. However, the authors accept the trade-off between limited generalizability and the conceptual understanding that this historical case provided.

Originality/value

The proposal of a comprehensive definition and process framework of the relatively nascent construct of EM, supported by a historical case example, provides a solid base upon which future research can investigate the nuances of the variables critical to this emerging marketing approach.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 18 no. 1
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 17 February 2021

Stephanie Pane Haden, Brandon Randolph-Seng, Md. Kamrul Hasan, Alex Williams and Mario Hayek

Although green management has gained legitimacy as a sustainable business practice, little is known about the elements that will lead to the long-term success of the…

Abstract

Purpose

Although green management has gained legitimacy as a sustainable business practice, little is known about the elements that will lead to the long-term success of the movement. To identify these elements, this study aims to review the existing literature on social movements and analyzes archival data from a specific social undertaking, the Hispanic Civil Rights movement in the USA.

Design/methodology/approach

A historiographical approach was used in which systematic combining used abductive logic to developed a provisional framework based on the interpretation of secondary sources of data concerning the Hispanic Civil Rights movement. Subsequently, an ethnomethodologically informed interpretation of primary data based on the League of United Latin American Citizens (LULAC) archives refined the provisional framework.

Findings

The authors identified common elements that are critical to the success of social movements, as supported by both secondary data on the Hispanic Civil Rights movement and primary data based on the LULAC archives. These elements consist of: ideology, identity, mobilization, goals, leadership and integration. Using these results, a pseudo-gap analysis approach was completed by systematically comparing the interpretive data with current knowledge of the green management movement to identify the missing gaps and to offer guidance for further development of green management as a contemporary movement.

Social implications

Applying the lessons learned from social movements will help the development and prosperity of the green movement in current business organizations. Such applications are important, given that local and global environmental crises can have profound implications on ecosystems, economics and social systems.

Originality/value

Social movements are an important means by which societal concerns such as injustices are addressed. By identifying the important elements needed for the green management movement to be successful in the long term, managers will know where to put their efforts. Such actions may help environmental awareness in business organizations to become more than a fad or marketing tool.

Details

Journal of Global Responsibility, vol. 12 no. 2
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 21 September 2020

John H. Humphreys, Milorad M. Novicevic, Stephanie S. Pane Haden and Md. Kamrul Hasan

Uhl-Bien and Arena (2018) presented a persuasive argument for recognizing the concept of enabling leadership as a critical form of leadership for adaptive organizations…

Abstract

Purpose

Uhl-Bien and Arena (2018) presented a persuasive argument for recognizing the concept of enabling leadership as a critical form of leadership for adaptive organizations. This study aims to narratively explore the concept of enabling leadership in the context of social complexity.

Design/methodology/approach

To explore how leaders enable adaptive processes, Uhl-Bien and Arena (2018) called for future research using in-depth case studies of social actors centered on emergence in complex environments. In this in-depth case study, the authors pursue theory elaboration by using a form of analytically structured history process to analyze primary and secondary sources.

Findings

During archival research of Whitney Young, Jr’s largely overlooked and misunderstood leadership in the historic social drama of the 1960s US civil rights movement, the authors discovered compelling evidence to support and extend the theoretical arguments advanced by Uhl-Bien and Arena (2018).

Research limitations/implications

The reflexivity associated with interpretive case approaches confronts the issue of subjectivism. The authors ask readers to judge the credibility of their arguments accordingly.

Originality/value

Using a relational leadership-as-practice lens, the authors interpret the dramaturgical performance Whitney Young, Jr directed to facilitate coherent emancipatory dialogue, affect the social construction of power relations and enable the adaptive space needed for social transformation to emerge.

Article
Publication date: 11 April 2016

John H. Humphreys, Milorad M. Novicevic, Mario Hayek, Jane Whitney Gibson, Stephanie S. Pane Haden and Wallace A. Williams, Jr

The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that…

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Abstract

Purpose

The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that narcissistic personality is a dimensional construct, the preponderance of extant literature approaches the concept of narcissistic leadership categorically by focusing on the reactive or constructive narcissistic extremes. This bimodal emphasis ignores self-deceptive forms of narcissistic leadership, where vision orientation and communication could differ from leaders with more reactive or constructive narcissistic personalities.

Design/methodology/approach

The authors argue that they encountered a compelling example of a communal, self-deceiving narcissist during archival research of Robert Owen’s collective experiment at New Harmony, Indiana. To explore Owen’s narcissistic leadership, they utilize an analytically structured history approach to interpret his leadership, as he conveyed his vision of social reform in America.

Findings

Approaching data from a ‘history to theory’ perspective and via a communicative lens, the authors use insights from their abductive analysis to advance a cross-paradigm, communication-centered process model of narcissistic leadership that accounts for the full dimensional nature of leader narcissism and the relational aspects of narcissistic leadership.

Research limitations/implications

Scholars maintaining a positivist stance might consider this method a limitation, as historical case-based research places greater emphasis on reflexivity than replication. However, from a constructionist perspective, a focus on generalization might be considered inappropriate or premature, potentially hampering the revelation of insights.

Originality/value

Through a multi-paradigmatic analysis of the historical case of Robert Owen and his visionary communal experiment at New Harmony, the authors contribute to the extant literature by elaborating a comprehensive, dimensional and relational process framework of narcissistic leadership. In doing so, the authors have heeded calls to better delineate leader narcissism, embrace process and relational aspects of leadership and consider leader communication as constitutive of leadership.

Details

Journal of Management History, vol. 22 no. 2
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 9 July 2020

Md. Kamrul Hasan, Mario Joseph Hayek, Wallace A. Williams, Jr, Stephanie Pane-Haden and Maria Paula Martinez Gelvez

The purpose of this paper is twofold. First, this paper seeks to formalize a definition of activist entrepreneurship and differentiate it from social entrepreneurship…

Abstract

Purpose

The purpose of this paper is twofold. First, this paper seeks to formalize a definition of activist entrepreneurship and differentiate it from social entrepreneurship. Second, this paper proposes a model that explains how the storytelling process, in the form of the message and means of communication, influences the activist identity process and consequently the legitimacy of the activist entrepreneur.

Design/methodology/approach

This paper explains the historical method and offers an overview of the unique case of Madam C.J. Walker and analyzes how she gained legitimacy as an activist entrepreneur by conveying psychological capital (Psycap) concepts in her message and political skill in the means of her communication. The paper also analyzed books being written on her and also letters that were exchanged between herself and her lawyer F.B. Ransom.

Findings

The authors have found out that Madam Walker used Psycap elements such as self-efficacy, hope, resiliency and optimism as message and elements of political skill such as social astuteness, interpersonal skill, networking ability and apparent sincerity as means to communicate the message toward her followers and built a legitimate social identity where she had won the trust of them.

Research limitations/implications

The primary limitation of this paper is that it is theoretical in nature and uses only one case study to support the theoretical model. However, when analyzing complex relationships, historical cases offer a wealth of insight to solve the problem at hand.

Originality/value

By using the elements of the model discussed in the research paper properly, people could create a legitimate identity for themselves where any message they give to their employees, colleagues and sub-ordinates would be viewed as a selfless one and that would increase the chances of their messages or orders being accepted and obeyed by the followers.

Article
Publication date: 28 October 2013

Barry Barnes, John H. Humphreys, Jennifer D. Oyler, Stephanie S. Pane Haden and Milorad M. Novicevic

Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no…

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Abstract

Purpose

Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void.

Design/methodology/approach

Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings.

Findings

The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership.

Research limitations/implications

As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology.

Practical implications

Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations.

Originality/value

The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings.

Details

Leadership & Organization Development Journal, vol. 34 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 31 July 2009

Stephanie S. Pane Haden, Jennifer D. Oyler and John H. Humphreys

The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an…

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Abstract

Purpose

The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business.

Design/methodology/approach

This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management.

Findings

The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management.

Originality/value

To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.

Details

Management Decision, vol. 47 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 4 January 2013

W. Randy Evans, Stephanie S. Pane Haden, Russell W. Clayton and Milorad M. Novicevic

The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the…

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Abstract

Purpose

The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history‐of‐management‐thought perspective.

Design/methodology/approach

The history‐of‐management‐thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR.

Findings

Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm‐stakeholder relationships. Despite voluminous literature, achieving collaborative integration between firms and stakeholders in practice appears elusive.

Practical implications

These management philosophies can help organizations navigate the intertwined relationship between business and society. Business leaders need to consider the vital role of trust in building more collaborative relationships.

Originality/value

The unique contribution of this paper is to provide the first history‐of‐management‐thought perspective on the social responsibility of business by tracing changes in the conceptualization of this concept, including the related stakeholder paradigm, to their roots in the works of renowned management thinkers.

Details

Journal of Management History, vol. 19 no. 1
Type: Research Article
ISSN: 1751-1348

Keywords

Content available
Article
Publication date: 4 January 2013

Shawn M. Carraher

959

Abstract

Details

Journal of Management History, vol. 19 no. 1
Type: Research Article
ISSN: 1751-1348

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