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Article
Publication date: 8 June 2021

Arelia E. Gudmundsdottir and Svala Gudmundsdottir

This paper aims to present the case of Jón Gnarr's leadership as he served as a mayor of Reykjavík, the capital of Iceland. The authors’ view is that his leadership style…

Abstract

Purpose

This paper aims to present the case of Jón Gnarr's leadership as he served as a mayor of Reykjavík, the capital of Iceland. The authors’ view is that his leadership style illustrates a case study of how a “new” leadership style can emerge in times of crisis. Iceland was significantly affected by the financial crisis in 2008, which led to political and economic crises, which were fuelled by the public's anger and lack of trust. In 2010, Jón Gnarr and his new party, the Best Party, were unexpectedly elected. Before he became known as an unorthodox leader, he worked as a comedian. However, he influenced the discourse in politics in the country and raised trust in the system again while empowering the public managers and simplifying the system while downsizing it. This paper explores and sheds light on the leadership abilities that crises can birth.

Design/methodology/approach

This research uses qualitative methods. Seven in-depth interviews were conducted, and the interviewees included Jón Gnarr, three key political leaders who were in office at that time and three executive-level leaders from the city administration.

Findings

Evidence suggests that Jón Gnarr and his political party became a part of the political arena due to extreme social and economic factors, which might indicate the factors that can give rise to an unorthodox leader. At the same time, the research portrays the image of a leader that closely matches the theories of authentic leadership, and his leadership style at the time made a lasting impact. When Gnarr stepped into the role of mayor of Reykjavík, he used novel tactics. His political discourse was different; his manner with the public as well as within the system was different. When he became mayor, he demonstrated trust, respect and care as his underlying values. His unorthodox political behaviour appears to have empowered public officials. Thus, gradually, he inspired his followers to change their own communication style. He also addressed traditional political issues such as downsizing, mergers and financial undertakings.

Research limitations/implications

Its limitation is that it is difficult to generalize based on one case.

Practical implications

The case can shed a light on how unorthodox leadership style can unlock the potential of empowering and trust in a traditional political system. Leaders who dare to be different can raise awareness of those who work within the system as well as the public.

Originality/value

This paper contributes to the understanding of authentic and unconventional leadership as an efficient vehicle in unusual circumstances in a public leadership position.

Details

International Journal of Public Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 1 January 2004

Not all management leaders are high‐profile champions of causes, fitting the traditional heroic mold. So‐called quiet leaders are often just as effective when tough…

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1471

Abstract

Not all management leaders are high‐profile champions of causes, fitting the traditional heroic mold. So‐called quiet leaders are often just as effective when tough decisions are required. Their stealth tactics and slowly‐but‐surely approach may even be just what is called for in certain, delicate circumstances.

Details

Strategic Direction, vol. 20 no. 1
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 2 October 2019

Jan G. Langhof and Stefan Güldenberg

This study aims to include two major objectives. Firstly, Frederick’s leadership is explored and characterized. Secondly, it is examined as to why a leader may (or may…

Abstract

Purpose

This study aims to include two major objectives. Firstly, Frederick’s leadership is explored and characterized. Secondly, it is examined as to why a leader may (or may not) adopt servant leadership behavior in the case of Frederick II, King of Prussia.

Design/methodology/approach

The applied methodology is a historical examination of Frederick II’s leadership, an eighteenth-century’s monarch who has the reputation of being the “first servant of the state.” The analysis is conducted from the perspective of modern servant leadership research.

Findings

This study shows Frederick remains a rather non-transparent person of contradictions. The authors identified multiple reasons which explain why a leader may adopt servant leadership. Frederick’s motives to adopt a certain leadership behavior appear timeless and, thus, he most likely shares the same antecedents with today’s top executives.

Research limitations/implications

The authors identified various antecedents of individual servant leadership dimensions, an under-research area to date.

Originality/value

To the best of authors’ knowledge, this study is the first to look at Frederick's leadership style through the lens of modern servant leadership.

Details

Journal of Management History, vol. 26 no. 2
Type: Research Article
ISSN: 1751-1348

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Book part
Publication date: 12 September 2014

Jonathan Furneaux and Craig Furneaux

The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of…

Abstract

Purpose

The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of perceived deviant behaviour is developed from the deviance literature, and subsequently tested.

Methodology/approach

Star Trek: Into Darkness text is qualitatively analysed as a data source. Three different character arcs are analysed in relation to organisational deviance. Starfleet is the specific, fictional, organisational context.

Findings

We found that the typology of deviance is conceptually robust, and facilitates categorisation of different types of deviant behaviour, over time.

Research limitations/implications

Deviance is socially ascribed; so better categorisation of such behaviour improves our understanding of how specific behaviour might deviate from organisational norms, and how different behaviours can mean individuals can be viewed positively or negatively over time.

Further research might determine management responses to the different forms of deviance, and unpack the processes where individuals eschew ‘averageness’ and become deviants.

Practical implications

The typology advanced has descriptive validity to describe deviant behaviour.

Social implications

Social institutions such as organisations ascribe individual deviants, both negatively and positively.

Originality/value

This chapter extends our understanding of positive and negative deviance in organisations by developing a new typology of deviant behaviour. This typology has descriptive validity in understanding deviant behaviour. Our understanding of both positive and negative deviance in organisational contexts is enhanced, as well as the utility of science fiction literature in ethical analysis.

Details

The Contribution of Fiction to Organizational Ethics
Type: Book
ISBN: 978-1-78350-949-2

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Article
Publication date: 1 August 2006

Sarah Powell

The purpose of this paper is to record an interview with Richard T. Pascale, an international business consultant.

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864

Abstract

Purpose

The purpose of this paper is to record an interview with Richard T. Pascale, an international business consultant.

Design/methodology/approach

The paper uses an interview technique to reveal Richard T. Pascale's views on the relevance of complexity science to management.

Findings

The paper reveals that Pascale believes that there are some common properties to all living things that have great relevance to business. These are: prolonged equilibrium is a precursor to death; innovation occurs near the edge of chaos; all living things exhibit the capacity for self‐organisation and emergence (most recently popularised by the idea of the tipping point); and when you tamper with living things, you confront the law of unintended consequences. All four of these ideas have begun to penetrate managerial consciousness.

Originality/value

This paper provides some usual views on the relevance of complexity science to management from a well‐known international business consultant.

Details

Management Decision, vol. 44 no. 7
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 July 2006

Nell Tabor Hartley

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

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9912

Abstract

Purpose

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

Design/methodology/approach

A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared.

Findings

The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently.

Practical implications

Readers of the paper will be able to make immediate application of the model.

Originality/value

Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon.

Details

Journal of Management History, vol. 12 no. 3
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 8 August 2016

Jacques G. Richardson

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320

Abstract

Details

Foresight, vol. 18 no. 4
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 13 March 2017

Kim Trottier

The purpose of this paper is to establish the optimal decision-making style in a fast-paced, complex, and dynamic environment.

Abstract

Purpose

The purpose of this paper is to establish the optimal decision-making style in a fast-paced, complex, and dynamic environment.

Design/methodology/approach

Three decision-making attributes are explored: the use of intuition vs analysis, the proclivity to heuristics, and susceptibility to bias. The intuition/analysis is tested with a questionnaire that has been validated in prior research, while information on the two other dimensions is from an exploratory survey designed for this purpose. Responses to the survey questions provide some insight into the differential decision-making style of elite NHL hockey coaches’ vis-à-vis amateur coaches and news reporters.

Findings

The data suggest elite decision makers have no preference for intuitive or analytical settings, but exhibit a significantly higher perception of their ability to perform in both. While current literature shows sports athletes to be more intuitive, it appears coaches excel on the analytical dimension instead. This study finds that while elite hockey coaches have fewer biases overall, they tend in particular to be overly optimistic in comparison to amateur coaches and news reporters.

Research limitations/implications

The main limitation in this paper is that the survey on heuristics and biases is exploratory, making these results less robust than the findings on intuition and analysis.

Originality/value

This paper is first to extend the decision-making literature to coaches, and among few papers that obtain insights from NHL coaches directly. The findings are likely to extend to corporate leadership as well, increasing the relevance of the results.

Details

Sport, Business and Management: An International Journal, vol. 7 no. 1
Type: Research Article
ISSN: 2042-678X

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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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3564

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

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Article
Publication date: 30 April 2019

Jan Gunter Langhof and Stefan Güldenberg

Management literature commonly suggests authoritarian leadership (AL) as the ideal leadership style during crises and extreme situations. This study aims to question this…

Abstract

Purpose

Management literature commonly suggests authoritarian leadership (AL) as the ideal leadership style during crises and extreme situations. This study aims to question this view, exploring servant leadership (SL) as an alternative.

Design/methodology/approach

In the field of leadership research, surveys and interviews are the most dominant research methods. In light of this dominance, this paper draws on a rather unorthodox research approach: a historical examination.

Findings

The elaborations in this paper suggest that SL exerts a higher influence on followers than AL, when organizational structures are absent or disregarded. Consequently, the higher influence of SL implies a lower need for regulations and directives within organizations.

Practical implications

Bureaucracy and red tape can be reduced. Particularly in situations of crises, SL’s relatively reduced reliance on formalized organizational structures can be advantageous to leaders.

Originality/value

The relationship among leadership (SL and AL) and formalized organizational structures is elaborated and illustrated in a historical examination.

Details

Journal of Management History, vol. 25 no. 3
Type: Research Article
ISSN: 1751-1348

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