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Emergence is a key concept in service-dominant (SD) logic; however, the literature is neonatal on the underlying mechanisms that lead to emergence within service ecosystems. This study aims to address the call by Vargo et al. (2022) for understanding the role of actor engagement in emergence of novel outcomes, by identifying a process of how various actor roles in entrepreneurial ecosystem (EE) emerge as resource through the actor engagement.

Following a longitudinal design, this study conduct interviews from 20 respondents over eight months in three phases (group interviews, post-training, post-funding). This study analyzes the respondents’ engagement in an entrepreneurial service context. This study uses qualitative inductive approach and thematic analysis.

Results show that actor roles emerge as role expectations from essential provider and beneficiary position in a service ecosystem through actor role readiness, manifested as engagement properties in the actor engagement process. This study identifies five actor roles and their corresponding role readiness dimensions that emerge. Based on these propositions through which the authors position generic actor roles emergence within the actor engagement process in a service ecosystem.

This paper advances the understanding of micro-level process in emergence literature in SD logic by providing a conceptual understanding of emergence of actor roles as a resource through actor engagement. By grounding the study in EE, this study provides empirical evidence to the underlying mechanisms at the micro level of resource emergence process in a service ecosystem.

As the employment marketplace changes, the meaning of leadership evolves. The question of whether emotional intelligence (EI) is required for leaders has attracted broad interest. This paper seeks to examine the role of EI and motivation to lead (MTL) in predicting leadership.

In study 1, students (n=309) first completed surveys and then, one week later (n=264), they engaged in leaderless group discussions where their levels of leader emergence were rated. In study 2, the participants were 115 students who undertook 14‐week class projects. They completed surveys including evaluations of members' leader emergence after they finished the projects.

The results suggest that participants who were high in affective‐identity MTL became leaders in leaderless discussions, while high social‐normative MTL individuals assumed leadership roles in long‐term project teams. Both studies found that use of emotions, which is a component of EI, was positively related to affective‐identity and social‐normative MTL and indirectly related to leader emergence.

This study is one of the first to examine the relationship between EI and MTL, as well as between MTL and leadership emergence.

The relationship between an individual’s comprehension of his or her role in society, the gender expectations of society, and how these thoughts and stereotypes influence an individual’s behavior in particular settings seem to be separate, yet interrelated. It is for this reason that an analysis of four main theories of gender and leadership must be reviewed for contrasts and comparisons. This paper reviews and analyzes the research literature on Social Role Theory, Implicit Theory, Attribution Theory, and Leader Emergence Theory. Further it draws conclusions and comparisons that will provide recommendations and implications for future research and practice.

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.

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

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.

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.

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

The purpose of this paper is to introduce ecotones to the service literature as a conceptual extension of the service ecosystem (SE) framework.

To synthesise the contribution, an illustrative empirical case study with research of nine organisations and their service systems is developed.

Boundaries connect systems with their environment. Ecotone, a concept from natural ecosystems, provides a useful concept representing the boundary zones between adjacent systems, supporting emergent phenomena. The authors find that a service ecotone emerges through the interactions occurring at the intersections of relational, technological and institutional boundaries of two unique SEs. The case demonstrates ecotone edge effects – the unique landscape and diversity of actors and their roles – which play a role in the co-evolution of the separate SEs.

The ecotone concept provides an understanding of SE boundaries, helping practitioners understand the complex environments they operate. Developing strategy in complex ecosystems requires a clear understanding of where the boundaries of dependence and interdependence lie. The ecotone concept helps practitioners to develop responsiveness and resilience to their environment and take advantage of resources that may be currently unrecognised.

The authors introduce the ecotone concept and integrate it with service theory. This paper develops service ecotones for understanding the relationship between different systems that influence their functioning and development. Thus, ecotones suggest new avenues for understanding the diversity and roles of actors, and how new structural properties, resources and practices come to be through the tensions and interactions created in these complex boundaries of SEs.

The purpose of this paper is to explore how internal auditors’ (IAs) roles have changed because of the diffusion of neoliberal ideologies in the Ukrainian public sector.

A qualitative methodological approach was applied. Data were collected from 29 semi-structured interviews with public sector auditors in Ukraine’s central government; secondary data analysis was also performed.

IAs’ role in Ukraine’s central government has changed significantly, with reforms attempting to move to performance auditing. Consequently, Ukrainian central government IAs appeared in the multi-expectation situation, due to the division of the role senders into two different areas. On one hand, IAs are expected to perform new roles set by the Ministry of Finance of Ukraine, while their traditional role as “watchdogs” is still expected by managers (heads of institutions). Diverging expectations resulted in the role conflict that impedes the change in IAs’ role and performance auditing introduction in the Ukrainian central government. Moreover, we identify factors that motivate IAs to prioritise managers’ expectations, while trying to cope with the existing role conflict in Ukraine’s central government.

This study makes a threefold contribution by enriching the understanding of auditors’ roles, role conflicts that public sector auditors may experience and factors that influence how auditors cope with such conflicts, through the lenses of role theory; exploring the change in roles with the emergence of performance auditing; and shedding light on public sector auditing in the less explored context of a post-Soviet country.

The purpose of this article is to provide a basis for comparing the interactions between the level of environmental support for leadership development and individual leadership characteristics in determining leadership selection and effectiveness within organizations.

A contextual model of leader selection and effectiveness examining the interactions between the level of environmental support and individual leadership characteristics to predict specific research propositions based on organizational needs is presented. The paper first provides an overview of leadership selection and effectiveness research and then illustrates a contextual model of leadership selection and effectiveness. The model design is based on a four‐quadrant structure with two propositions being suggested for each quadrant. Findings – Describes the context and proposed outcome of each respective quadrant for identifying and selecting potential leadership talent within an organization. The model also highlights the tendencies of organizational leadership to promote or select potential leadership talent from predictable employee groups based on how they match preconceived expectations. Research limitations/implications – The model has not yet been tested empirically. Practical implications – A very useful approach for organizations looking to improve their internal leadership development capabilities and leadership selection processes. This model lays the foundation for leadership identification and selection from all areas of an organization while emphasizing the necessity for leadership development at all levels. Originality/value – All organizations face the challenge of leadership identification, growth, development and effectiveness. This paper offers insights into understanding how leaders are identified for growth and development within an organization and how individuals within those organizations perceive themselves participating in leadership opportunities.

There is a growing interest in understanding the motivational processes explaining the emergence of leadership. The purpose of this paper is to examine the relationship between Romance of Leadership (RoL), that is the over-attribution of responsibility for performance to leaders, and motivation to lead (MtL) as well as moderation effects of self-efficacy and personal initiative.

Data were collected using a questionnaire design. The sample consisted of n=1,348 participants at different career stages (students and employees). Structural equation modeling was used to examine the hypotheses.

Individuals high in RoL tend to be more motivated to lead. The results also support the assumed moderating effects. This relationship is stronger for individuals high in self-efficacy and high in personal initiative. This was particularly true for the student sample.

Due to the cross sectional design causal inferences are limited. The findings contribute to a better understanding of the socio-cognitive processes that influence MtL at different career stages and shed new light on the outcomes of RoL.

–The research can help career counselors, coaches, and HR managers to better understand socio-cognitive processes underlying MtL of different groups and therefore improve the quality of advice to their clients.

Career planning is an important issue when the pool of talented leaders needs to be increased. The study contributes to knowledge on antecedences of MtL. This may help to clarify newcomers’ and other applicants’ career ambitions.

This is, to the authors knowledge, the first study to investigate the effect of RoL on MtL.

The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction.

Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers.

Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness.

The main limitation of the study is the cross-sectional nature of the data from the followers.

Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity.

Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.

The purpose of this paper is to shed new light on carrying out “at-home” ethnography by building and extending the notion of roles as boundary objects, and to elucidate how evolving roles mediate professional identity work of the ethnographer.

In order to theorize about how professional identities and identity work play out in “at-home” ethnography, the study builds on the notion of roles as boundary objects constructed in interaction between knowledge domains. The study is based on two ethnographic research projects carried out by high-level career switchers – corporate executives who conducted research in their own organizations and eventually left to work in academia.

The paper contends that the interaction between the corporate world and academia gives rise to specific yet intertwined roles; and that the meanings attached to these roles and role transitions shape the way ethnographers work on their professional identities.

These findings have implications for organizational ethnography where the researcher’s identity work should receive more attention in relation to fieldwork, headwork, and textwork.

The study builds on and extends the notion of roles as boundary objects and as triggers of identity work in the context of “at-home” ethnographic research work, and sheds light on the way researchers continuously contest and renegotiate meanings for both domains, and move from one role to another while doing so.