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1 – 10 of 85Shona Ryan and Christine Cross
It is predicted that micromanagement may become a growing workplace concern post-Covid-19, with managers grappling for control in the current hybrid/remote working environment…
Abstract
Purpose
It is predicted that micromanagement may become a growing workplace concern post-Covid-19, with managers grappling for control in the current hybrid/remote working environment. This will be happening at a time when millennials represent half of the working population. This study contributes to existing literature and provides an overall appreciation of the complexities of micromanagement and how it impacts millennials' followership styles.
Design/methodology/approach
A quantitative study was undertaken and a series of hypotheses were tested. The target sample for this research was the millennial cohort aged between 24 and 41. Data were analysed using SPSS.
Findings
This paper confirmed that “unfavourable followership styles” consisted of various negative followership reactions such as anxiety, demotivation, dissatisfaction, disengagement, reduction in support for managers, limited upward feedback, team conflict, reduced productivity and innovation due to fear of making mistakes ultimately facilitating a toxic workplace. Essentially, this research validated the notion that in order to create a sustainable organisation post-Covid-19, HR professionals must take proactive measures to mitigate this form of harmful leadership.
Research limitations/implications
Data weaknesses transpire where respondents have never interacted with a micromanager in reality. Therefore, perceived reactions to a hypothetical micromanager may differ from those respondents who were exposed to micromanagers.
Originality/value
A lack of research exists on the intersection of micromanagement and millennials' followership styles and as such this paper bridges that gap.
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Ramy Elzahhar, Jill Aylott, Buddhike Sri Harsha Indrasena, Remig Wrazen and Ahmed Othman
The purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice…
Abstract
Purpose
The purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice examining how motivated consultant surgeons are to lead junior doctors and which type of leadership style they use. From a follower perspective, the motivation of junior doctors will be explored, and their leadership preferences will be correlated with those of the actual style of consultant surgeons.
Design/methodology/approach
In this paper, the authors provide a detailed description of the methods for an international quantitative research study, exploring sequentially how motivated consultant surgeons are to lead and how leadership styles impact on the motivation of junior doctors. The objectives, method and data collection of this study are explained, and the justification for each method is described.
Findings
The findings for this outline study illustrate how critical it is to redefine leadership as a relational concept of leader and follower to ensure adequate support is provided to the next generation of consultant surgeons. Without consideration of the relational model of leadership, attrition will continue to be a critical issue in the medical workforce.
Research limitations/implications
The research limitations are that this is a proposed quantitative study due to the need to collect a large sample of data from surgeons across the UK, Egypt and Germany. This research will have immense implications in developing new knowledge of leadership as a relational concept in medicine and healthcare. This study additionally will impact on how leadership is conceptualised in the curriculum for specialist surgical practice.
Practical implications
The practical implications are that relational leadership is supportive of generating a supportive leadership culture in the workplace and generating more effective teamwork.
Originality/value
To the best of the authors’ knowledge, this is the first study of its kind to look at a relational model of leadership in surgical practice between consultant surgeons and surgical trainees. This study will also identify any specific country differences between the UK, Germany and Egypt.
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Nasib Dar, Saima Ahmad, Kamal Badar and Yasir Mansoor Kundi
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates…
Abstract
Purpose
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.
Design/methodology/approach
The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.
Findings
The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.
Originality/value
To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.
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