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Articles 1 - 10 of 10
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Lessons Learned From Battling Covid-19: The Korean Experience, Sang M. Lee, Donhee Lee
Lessons Learned From Battling Covid-19: The Korean Experience, Sang M. Lee, Donhee Lee
Department of Management: Faculty Publications
Background: The COVID-19 pandemic has swept the world like a gigantic tsunami, turning social and economic activities upside down. Methods: This paper presents some of the innovative response strategies implemented by the public health system, healthcare facilities, and government in South Korea, which has been hailed as the model country for its success in containing COVID-19. Korea reinvented its public health infrastructure with a sense of urgency. Results: Korea’s success rests on its readiness, with the capacity for massive testing and obtaining prompt test results, eective contact tracing based on its world-leading mobile technologies, timely provision of personal protective equipment …
Positive Leadership: Meaning And Application Across Cultures, Carolyn M. Youssef-Morgan, Fred Luthans
Positive Leadership: Meaning And Application Across Cultures, Carolyn M. Youssef-Morgan, Fred Luthans
Department of Management: Faculty Publications
Many people, especially organizational leaders, find today’s environment both depressing and overwhelming. The depressing part is the seemingly uncontrollable downward spirals of negativity. For example, put yourself in the shoes of Dawn Hochsprung, principal of Sandy Hook Elementary in New-town, Connecticut. How could any leader stay level-headed and resolute during the massive school shooting when the lives of children age 10 and under and their dedicated teachers, your kids and staff, were at stake? More importantly, can you count on your followers to do the right thing and protect those precious children, even if it costs them their lives, as …
Positive Global Leadership, Carolyn M. Youssef, Fred Luthans
Positive Global Leadership, Carolyn M. Youssef, Fred Luthans
Department of Management: Faculty Publications
In the wake of increasing globalization, today’s organizational leaders are faced with unprecedented complexity. To help meeting the challenge, this article proposes a new positive approach to global leadership. After first providing the background on positivity, positive global leadership is carefully defined and its similarities and differences with both the established and contemporary leadership theories are noted. The discussion then turns to how positive global leadership addresses three major challenges in the global context of distance, cultural differences and cross-cultural barriers. The article concludes that this new positive approach can help global leaders to leverage diverse strengths in themselves and …
The Leadership Of Emergence: A Complex Systems Leadership Theory Of Emergence At Successive Organizational Levels, Benyamin B. Lichtenstein, Donde Ashmos Plowman
The Leadership Of Emergence: A Complex Systems Leadership Theory Of Emergence At Successive Organizational Levels, Benyamin B. Lichtenstein, Donde Ashmos Plowman
Department of Management: Faculty Publications
Complexity science reframes leadership by focusing on the dynamic interactions between all individuals, explaining how those interactions can, under certain conditions, produce emergent outcomes. We develop a Leadership of Emergence using this approach, through an analysis of three empirical studies which document emergence in distinct contexts. Each of these studies identifies the same four “conditions” for emergence: the presence of a Dis-equilibrium state, Amplifying actions, Recombination/“Self-organization”, and Stabilizing feedback. From these studies we also show how these conditions can be generated through nine specific behaviors which leaders can enact, including: Disrupt existing patterns through embracing uncertainty and creating controversy, Encourage …
Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon
Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon
Department of Management: Faculty Publications
The traditional view of conflict, as a problematic condition always requiring reduction or elimination and whose conditions or outcomes can be predicted, is incompatible with a complex adaptive systems view of organizations. Thus, conventional approaches to reducing conflict are often futile because the fundamental properties of complex adaptive systems are the source of much organizational ‘conflict.’ In this paper we offer an alternative view of conflict as pattern fluctuations in complex adaptive systems. Rather than needing reduction or elimination, conflict is the fuel that drives system growth and enables learning and adaptive behaviors, making innovation possible. Instead of focusing on …
The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce
Department of Management: Faculty Publications
Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this special issue you will find seven articles that provide a glimpse over the horizon, so to speak, of leadership development: Together the authors provide a rich research roadmap and a practical set of options for leadership development professionals regarding the next important steps for leadership development, which will carry us well into …
Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber
Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber
Department of Management: Faculty Publications
Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and …
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
Department of Management: Faculty Publications
The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming from within a team. Transformational, transactional, empowering, and directive dimensions of both vertical and shared leadership were examined. New venture performance was considered in terms of revenue growth and employee growth. The first sample was comprised of 66 top management teams of firms drawn from Inc. Magazine’s …
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Department of Management: Faculty Publications
The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes …
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Department of Management: Faculty Publications
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.