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Book part
Publication date: 16 July 2018

Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are…

Abstract

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Article
Publication date: 8 May 2018

Lyn Kathryn Sonnenberg, Lesley Pritchard-Wiart and Jamiu Busari

The purpose of this study was to explore inter-professional clinicians’ perspectives on resident leadership in the context of inter-professional teams and to identify a…

Abstract

Purpose

The purpose of this study was to explore inter-professional clinicians’ perspectives on resident leadership in the context of inter-professional teams and to identify a definition for leadership in the clinical context. In 2015, CanMEDS changed the title of one of the core competencies from manager to leader. The shift in language was perceived by some as returning to traditional hierarchical and physician-dominant structures. The resulting uncertainty has resulted in a call to action to not only determine what physician leadership is but to also determine how to teach and assess it.

Design/methodology/approach

Focus groups and follow-up individual interviews were conducted with 23 inter-professional clinicians from three pediatric clinical service teams at a large, Canadian tertiary-level rehabilitation hospital. Qualitative thematic analysis was used to inductively analyze the data.

Findings

Data analysis resulted in one overarching theme: leadership is collaborative – and three related subthemes: leadership is shared; leadership is summative; and conceptualizations of leadership are shifting.

Research limitations/implications

Not all members of the three inter-professional teams were able to attend the focus group sessions because of scheduling conflicts. Participation of additional clinicians could have, therefore, affected the results of this study. The study was conducted locally at a single rehabilitation hospital, among Canadian pediatric clinicians, which highlights the need to explore conceptualization of leadership across different contexts.

Practical implications

There is an evident need to prepare physicians to be leaders in both their daily clinical and academic practices. Therefore, more concerted efforts are required to develop leadership skills among residents. The authors postulate that continued integration of various inter-professional disciplines during the early phases of training is essential to foster collaborative leadership and trust.

Originality/value

The results of this study suggest that inter-professional clinicians view clinical leadership as collaborative and fluid and determined by the fit between tasks and team member expertise. Mentorship is important for increasing the ability of resident physicians to develop collaborative leadership roles within teams. The authors propose a collaborative definition of clinical leadership based on the results of this study: a shared responsibility that involves facilitation of dialog; the integration of perspectives and expertise; and collaborative planning for the purpose of exceptional patient care.

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Leadership in Health Services, vol. 31 no. 2
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 15 June 2015

Dean Hristov and Anita Zehrer

This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs…

Abstract

Purpose

This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving as leadership networks in destinations drawing on what is to be called the DMO Leadership Cycle – a guiding framework integrating the perspectives of management, governance and leadership to influence destination development trajectories.

Design/methodology/approach

A synthesis of the extant literature on destination management and governance, coupled with the latest academic contributions in destination leadership serves to uncover the existence of a gap in the way leadership is seen in the underpinned domain. DMOs are conceptualised and their role in serving as leadership networks in destinations is then critically discussed.

Findings

Perspectives of destination management, governance and leadership and their interaction with one another is fundamental to DMOs serving as leadership networks. The paper provides justification for and indicative definition of contemporary DMOs serving as leadership networks in destinations.

Research limitations/implications

The conceptual nature of this paper calls for empirical evidence where DMOs serving as leadership networks are further investigated in practice and across diverse political and economic contexts.

Practical implications

This paper aims to shape destination leadership practice by introducing an alternative, yet inclusive approach to leadership focussing on collective orchestration in destinations undertaken by DMO networks.

Social implications

The paper aims to trigger a discussion on the importance of all-encompassing and integrative leadership as a means for widening participation across diverse destination groups; to serve as an input into and ultimately – shape policy development.

Originality/value

This discussion provides an alternative perspective to the way we see leadership in destinations. The paper argues that “impactful” leadership is rather embedded in a formal structure and distributed in nature.

Details

Tourism Review, vol. 70 no. 2
Type: Research Article
ISSN: 1660-5373

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Article
Publication date: 27 April 2012

Luu Trong Tuan

This paper seeks to examine the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam.

Abstract

Purpose

This paper seeks to examine the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam.

Design/methodology/approach

The paper takes the form of a case study.

Findings

The study identifies the categories underlying the high performance of the hospital system, namely leadership style, cause‐related marketing, market driving approach, HR and cost reduction, innovation stimulators, and brand building.

Originality/value

The research offers insight into the elements of the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam, highlighting concepts of service management and social marketing in an emerging market context.

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Article
Publication date: 12 November 2018

Matthew R. Fairholm, Michael K. Dzordzormenyoh and Godlove A. Binda

Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from…

Abstract

Purpose

Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from the comments of local government managers in the USA. The environment of local government requires a level of trust between government and citizens. Comments from local government managers suggest trust is also a component of leading public organizations. The elements of the model culled from practical insights serve to both verify and elucidate much of what is found in leadership theory in a local government context.

Design/methodology/approach

This research is based on qualitative interviews of practicing local government managers coupled with an analysis of essays on leadership also written by local government managers.

Findings

The research indicates eight elements of a model divided into three categories (descriptions of leadership in practice, tools and behaviors, and approaches to followers) that help to both describe and perhaps prescribe the work of trust-culture leadership in a local government context.

Originality/value

While some of what is summarized below is found in leadership literature already, the fact that these elements of leadership are intuitive to local government managers and internalized in their practice is significant. Linking both trust and culture in leadership literature is limited, and linking them both to the practical insights of public managers is even more unique. The findings verify that public leaders at the local level actually engage in leadership of a particular sort, that of trust-culture leadership. It highlights the priority of trust in local government administration. The elements of the model serve to offer public managers specific things to focus on to promote trust-culture leadership and suggest to public leadership scholars specific avenues for further investigation.

Details

International Journal of Public Leadership, vol. 14 no. 4
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 12 January 2015

Christopher H. Thomas, Andrew S. Hebdon, Milorad M. Novicevic and Mario J. Hayek

The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style…

Abstract

Purpose

The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style based upon contextual constraints and demands context, and subordinate behaviors associated with leadership styles not suited to the context.

Design/methodology/approach

To identify his prominent style at each leadership episode, we critically analyzed Nehemiah’s leadership role transitions across 13 chapters of text using sociohistorical method and a quasi-repeated treatment design via qualitative comparative analysis.

Findings

We found that Nehemiah adapted his behaviors such that his prominently displayed leadership style varied based on dynamic configurations of demands placed on him during his rebuilding efforts. As Nehemiah progressed through distinct stages of his mission, he differentially emphasized tactics associated with different styles of leadership in response to the contextual demands that were most salient during each stage.

Practical implications

Organizational leaders are presented with evidence that developing a broad repertoire of leadership behaviors is essential to guiding followers within dynamic environments.

Originality/value

This paper uses a novel historical source material to investigate contemporary leadership concepts grounded in established theoretical frameworks. Using this material, we demonstrate the applicability of various leadership styles within different contexts, and use Nehemiah as an illustration of an effective leader capable of fluidly enacting multiple leadership styles.

Details

Journal of Management History, vol. 21 no. 1
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 29 July 2014

William I. Norton Jr, Monique L. Ueltschy Murfield and Melissa S. Baucus

The purpose of this paper is to develop a theoretical framework to explain how leaders emerge in teams that lack a hierarchical structure. This framework emphasizes the…

Abstract

Purpose

The purpose of this paper is to develop a theoretical framework to explain how leaders emerge in teams that lack a hierarchical structure. This framework emphasizes the perceptual processes through which team members determine whether or not an individual fits with the task, the group, and the situational context.

Design/methodology/approach

This paper builds on prior leadership research to develop a theoretical framework of emergent leadership, a testable model, and research propositions.

Findings

The authors suggest that team members’ perceptions of leadership fit depend on the potential leader's domain competence, fluid intelligence, willingness to serve, credibility, and goal attainment. A conceptual framework is developed to suggest these attributes combine to create perceptions of leadership fit that must correspond to the degree of stress in the situational context, which varies according to task criticality and time compression. The framework suggests that an individual perceived by team members to exhibit characteristics that fit with the situation will likely emerge as the leader.

Research limitations/implications

This paper focusses on emergent leadership, but does not address which path to leadership may be best. Future research may also address group dynamics (i.e. cohesion or group potency) and the implications for leader emergence.

Originality/value

This research contributes to the discipline by suggesting a potential path of leader emergence in multiple contexts of situational stress and leader behaviors.

Details

Leadership & Organization Development Journal, vol. 35 no. 6
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 7 January 2014

Sally Riad

In the last few years, signs of material excess by organizational and political leaders have often evoked public outcry. The paper aims to argue that there is insight to…

Abstract

Purpose

In the last few years, signs of material excess by organizational and political leaders have often evoked public outcry. The paper aims to argue that there is insight to be gleaned from drawing together strands from the leadership literature with the literatures on moral economy and conspicuous consumption. The premise is that views of leader conspicuous consumption are shaped by their moral economy, the interplay between moral attitudes and economic activities. The paper seeks to juxtapose tales of Cleopatra and Antony's display of wealth with current media accounts to contribute to the leadership literature on ethics, specifically its intersection with power and narrative representation.

Design/methodology/approach

The paper adopts an analytic approach, with an international orientation and an interdisciplinary perspective. It acknowledges the role of narrative representation in shaping leadership and the psychological ambivalence with which societies approach their leaders' practices, focus here on desire-disdain and discipline-decadence. Cleopatra and Antony's conspicuous consumption generated a legacy of condemnation for millennia. Drawing from the retellings of their story, four moralizing representations – by Plutarch, Shakespeare, Sarah Fielding and Hollywood – are analyzed and juxtaposed with current media accounts. Altogether, the paper combines the interest in leadership across history with moralizing perspectives on the display of wealth by leaders.

Findings

The intersection of the literatures on leadership, moral economy and conspicuous consumption draws together several dynamics of relevance to leadership. First, evaluations of the display of wealth on the part of a leader are contextual: they change across time and place. Second, interpretations of conspicuous consumption involve aesthetic judgment and so sit at the nexus of morality and taste. Third, following tragedies, tales of leader conspicuous consumption offer critics another knife to dig into the fallen tragic hero. Fourth, views of conspicuous consumption are gendered. Last, conspicuous consumption by leaders attracts condemnation through support for social responsibility and sustainability.

Originality/value

The paper establishes a novel articulation between the literatures on leadership, moral economy and conspicuous consumption.

Details

Journal of Management History, vol. 20 no. 1
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 4 December 2020

Foster Roberts, Milorad M. Novicevic, Christopher H. Thomas and Robert Kaše

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles…

Abstract

Purpose

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may satisfy the functional needs of a fluid team by facilitating operational effectiveness and contributing to its financial performance.

Design/methodology/approach

To analyze how vertical and horizontal team familiarity impacts team financial job performance, this paper collected three years of archival data from a moving services firm yielding a final sample of 306 moving jobs. This paper used a cross-sectional design and structural equation modeling to test the impact of vertical and horizontal familiarity on team financial job performance.

Findings

This paper found empirical evidence that vertical team familiarity affects horizontal team familiarity among teams with undifferentiated member roles. In addition, the analysis shows that horizontal team familiarity positively impacts financial team job performance. Finally, the results indicate that team leaders are capable of indirectly impacting financial job performance through their discretion to influence horizontal familiarity.

Originality/value

This study contributes to a more comprehensive understanding of the role of team familiarity in the organizational practices of organizing and assembling fluid teams with undifferentiated member roles. In particular, organizations relying on these types of fluid teams need to appoint the right leaders that, familiar to team members, allocate the right mix of member familiarity to increase team coordination and team performance.

Details

Team Performance Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1352-7592

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Book part
Publication date: 23 September 2019

Sarah Chace

This chapter explores the dual constructs of Winnicott’s notion of holding environment and Altvatar et al.’s notion of “stepping up and stepping back” into leadership

Abstract

This chapter explores the dual constructs of Winnicott’s notion of holding environment and Altvatar et al.’s notion of “stepping up and stepping back” into leadership roles. The merging of the two constructs provides a double lens through which to analyze the Truth and Reconciliation Commission (TRC) process in post-apartheid South Africa in the mid-1990s. Reporting from that era provides first-hand recollections and transcripts of the process. In addition, the political moment of transition and healing via TRCs serves as an arena in which to consider the importance of a holding environment when undertaking social justice missions in which leadership and followership are ineluctably entwined. While the outcome of South Africa’s TRCs is considered imperfect, I suggest that the establishment of similar such holding environments would further dialogue and efforts toward peace and reconciliation in the United States around issues of race.

Details

Peace, Reconciliation and Social Justice Leadership in the 21st Century
Type: Book
ISBN: 978-1-83867-193-8

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