Developmental papers
Developmental Papers
Where You Tweet, I Will Follow: Digitally-Mediated Proximal Leadership (108)
Author/s: Marian Iszatt-White
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: proximal, digitally-mediated, leadership, twitter
Abstract: Drawing on the twitter feeds of modern thought leaders in the field of science outreach and inevitably politics, this paper considers the requirement for a synthesis of early, proximal forms of leadership with later, distal approaches to meet the needs of leadership in the digital age. The ability for leaders to influence large numbers of people, at the same time as being required to respond to direct feedback and challenge requires, it is proposed, a new form of digitally mediated proximal leadership. Again, with current political leaders very much in mind, this raises the question of the purposes to which such extensive influence might be put. Parallels with organisational leadership in the digital age are drawn.
Forgotten But Not Gone: Bring Physical and Non-physical Contexts Back in Followership Research (254)
Author/s: Diansha Wang Claire Leitch Valerie Stead
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Followership, Hybrid Contexts, Follower autonomy
Abstract: An independent relationship between contexts and followership has been widely developed in followership research. Contexts tend to be viewed as external objects constraining follower autonomy. In order to moves away from such a passive conceptualization of followers, this paper draws from Critical Leadership Studies to examine the interdependent relationship between contexts and followers. It aims to examine the influence of the hybrid contexts (combining physical and non-physical contexts) on follower autonomy. The empirical findings show that the degree of follower autonomy is strongly associated with the particular contextual elements and illustrates how the followers express their autonomy by accepting, reinforcing, influencing and (re)shaping the contextual elements in diverse ways.
What, if Anything, has Replaced the Firm Model of Leadership in Surgical Teams A Leadership As Practice Study (369)
Author/s: Tracey A. Rosell Martin Kitchener
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leadership, Leadership-As-Practice, practice, leadership development, surgical team
Abstract: The doctors, nurses and allied healthcare professionals who work in surgical teams have traditionally operated under a hierarchical model of firm leadership. With some local and speciality based variants, firms were typically led by a single often male senior surgeon and were characterised by distinctive followership behaviours, including the very long working hours of junior doctors. The firm model has been increasingly challenged by successive reports of leadership shortcomings in surgical failure reports, legal restrictions placed on the working hours of junior doctors, and revised medical training practices. While studies of leadership in other fields have reported shifts towards more distributed models, little is known about what, if any, change has occurred to the traditional firm leadership model in surgical teams. This paper introduces a study that adopts a Leadership As Practice approach to embrace Parrys proposition to set aside the word leader to compel us to consider what is causing and doing the leading and the leadership effect that follows Kempster and Parry, 2018. The conceptual aim of the study is to elaborate the LAP approach through its first application in the context of National Health Service NHS surgical teams. The primary empirical goal of the study is to identify and explain current approaches to leadership in surgical terms, whether they be the traditional firm model, or alternatives such as transformational or distributed leadership. This paper outlines the studys conceptual framework, empirical context, method, and research themes.
Leadership Skills in the Higher Education Sector: A Study of Scotland (437)
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leadership, Leadership Skills, Higher Education, Higher Education Institutions, Scotland
Abstract: The dynamic nature of the Higher Education (HE) environment and the challenges faced by institutions has led to a call for effective leadership by academics and practitioners, however what this means in practice remains ambiguous. Particularly, within Scotland there is limited research that examines leadership skills within HE. Therefore, the aim of this study is to examine leadership skills within the HE environment in Scotland. In order to assess this, a research methodology which draws on a pragmatic philosophy and an abductive approach was employed. A mixed method which incorporates both questionnaires and semi-structured interviews as its mode of data collection was used. The study is in two phases. Phase 1 has been conducted in a HE in Scotland with a view of rolling out across other universities. Preliminary findings from phase 1 of the study will be presented at the conference and further developments in improving the paper are considered.
Leader Development: Determining The Path To Sustainable Success Stories (471)
Author/s: Kalpana Srinivasan Jomon MG
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leader development, developmental context, sustainable skill development
Abstract: Leadership development theories are sparse and have seldom studied the sustainability of leader skill development given development can result in either positive or negative outcomes. We argue that studying transitioning experiences provide us insight into early career challenges that leaders face and thereby allow for assessing the effect of the complex interplay of individual and contextual factors of leader on leadership development. We examine whether and if so how developmental challenges can help create sustainable leader outcomes given conditional roles played by the factors. In doing so, we draw from theories of work experiences, to explain how underlying phenomena occur during leadership development, which in-turn can inform long term organizational strategies for leader development.
More Than 'Bouncing Back': The Importance Of Resilience In Leadership Success And Derailment (482)
Author/s: Suzanne Ross
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Resilience, Leadership, Leadership Resilience, Leadership Derailment, Leadership Success
Abstract: In an uncertain and turbulent climate, resilience in organisational leaders is increasingly important. However, resilience in the context of organisational leaders appears under researched and scholarly literature is lacking. This development paper is the precursor to a final paper which will seek to position resilience in organisational leaders within the wider resilience literature. Drawing on doctoral research, it will evidence the importance of resilience to organisational leadership success and the contribution of lack of resilience to leadership derailment. Leadership development often emphasises resilience as the ability to bounce back. This is a misrepresentation of how resilience manifests and is detrimental to the development of resilience in leaders. The paper will be enhanced to incorporate doctoral research on the role of resilience in leadership success and derailment, to position resilience in organisational leaders within the resilience literature and provide recommendations to practitioners on how better to develop the resilience of their leaders.
Developing a Systems View of Leadership (496)
Author/s: Colin Pilbeam
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leadership Systems
Abstract: Leadership theories are principally dyadic and a-contextual and fail to adequately account for the leadership of systems. Organizations however are systems and the problems that they face are systemic requiring systems leadership. This developmental paper sketches the characteristics of a system and briefly describes four current perspectives on leadership that might inform a theory of systems leadership. Suggestions for further development are indicated.
The Impact of Leadership on Team Creativity: A Team Dynamics Perspective (557)
Author/s: Yang Han Esin Yoruk Alexeis Garcia Perez
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leadership development, hospitality sector, organisational intervention
Abstract: Integrating creativity, leadership theories and a team dynamics perspectives, this study aims to investigate the relative effectiveness of two types of leadership on team creativity in hospitality sector in the context of an economy in transition stage. It specifically aims to explore the possible differences in empowering and transformational leadership styles in terms of their influence on team creativity via collective efficacy, team identification, knowledge sharing. We posit that team leaders behaviour can produce intermediate outcomes such as team identity, team efficacy, and knowledge sharing. These intermediate outcomes may positively affect team creative performance. We develop a conceptual framework to study and examine the critical role of two leadership styles and team dynamics as enablers for team creativity.
A Conceptual Framework for Business Schools in Developing Responsible Leadership Competencies in Addressing the Sustainable Development Goals (SDGs) (603)
Author/s: Aldilla Dharmasasmita Petra Molthan-Hill Roy Smith
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Responsible Leadership, Competencies, Transformational Leadership, SDGs, ESD.
Abstract: To offer a conceptual framework for Business and Management Schools BMS within Higher Education Institutions to address the question, How can Business Schools develop the competencies of their graduates to meet the Sustainable Development Goals SDGs. This framework can enable BMS to assess their current curricula, thus working towards developing leaders of tomorrow competent in addressing the SDGs. The framework has evolved through synthesising insights from contemporary literature on Responsible Leadership RL, Transformational Leadership TL, and on Education for Sustainable Development ESD, offering a comprehensive framework of educational effectiveness, enabling BMS to play their roles effectively, producing graduates who can be responsible leaders who support core human values of justice, empathy, humanity, and care for the environments we are privileged to live in, as stated in the brief of this conference.
They have the power because theyve got the knife Examining Leadership in an Interprofessional Healthcare Arena (686)
Author/s: Andrea Herepath Marian Iszatt-White
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: leadership, dialectical, relational, critical discourse analysis
Abstract: This paper presents a critical discourse analysis of leadership as a dialectical relational construct. In so doing, we draw upon a comparative intensive case study of the implementation of the 1000 Lives national patient safety programme in NHS Wales, and direct empirical attention on the implementation and operationalisation of the World Health Organizations Surgical Safety Checklist in the interprofessional arena of the operating theatre.
The Role of Discursive Leadership in Follower Normalization of Deviant Behavior in Two Australian Bank Scandals (731)
Author/s: Carol Gill
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: leadership culture discourse scandal
Abstract: Whilst there has been a tendency to blame individuals there is a growing recognition that organization context plays an important role in shaping individual behavior. More recently, public documents based on post hoc investigations have blamed amorphous culture for this deviance. To date, the mechanisms by which such cultures emerge and are sustained have received minimal attention. In particular, the role of leader discourse in follower internalization and normalization of deviant behavior is a promising line of inquiry. Leaders are able to help followers make sense of paradoxical incidents through their discursive responses. Such discursive processes normalize paradoxical incidents and categorize in and out groups. In this way, leaders defend against attempts by outgroups to monitor and sanction deviant behavior. I conclude that discursive leadership may create and sustain a counter culture that is impenetrable by outsiders.
Leadership in the Eyes of Beholders: Who are City Leaders? (817)
Author/s: Michela Pagani Leslie Budd Alessandro Sancino
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: N/A
Abstract: This paper, based on the early analysis of the data collected for an ongoing PhD project on City Leadership, aims to contribute to the research on city leadership by attempting to reply to the following question, who are city leaders It is based on a Social Network Analysis SNA carried out in 2018 in two medium sized cities, Peterborough UK and Padova Italy. The aim of the SNA was to identify the city leaders intended here as the actors who exercise, implement and or nurture city leadership through the leaders perspectives. Our findings shed a light on the leadership role of organizations in and for cities and on how this role is recognized and considered by the people inside and outside these organizations. Moreover, this paper contributes to foster a more interdisciplinary understanding of cities as a site for organizing and for organizational action and to develop a more socially constructed and relational of view of leadership.
Dream, Diagnose, Dialogue and Deliver Lessons Learned from a 4D Leadership Development Intervention in a High performing Pharmaceutical Company (890)
Author/s: Paul Joseph-Richard Nara Ringrose Geoff Glover
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Leadership Development, Leader Development, Leadership Development Methods, Method sequencing
Abstract: Globally, many organisations face leader shortages, and developing a new generation of leaders remains a challenge to most. One way of addressing this issue is to delivering learner-specific, business-aligned, experiential interventions that are contextual, transfer-focused and line-manager supported. However, given the plethora of leader development methods, which methods work for whom is not very clear. We report an innovative leader development programme that aimed to infuse into leadership learners, energies for dreaming, diagnosis, dialogue and delivery (4D). We present our theory-based, leader development programme (LDP) that combined four distinct development methods delivered in a high-performing, British pharmaceutical company. By sequencing the administration of visioning exercises, psychometric tests, coaching sessions and action research projects, this purpose-built LDP was seen to yield surprising results at personal and organisational levels, developing both leaders and leadership. We explore its effectiveness and advocate a precision-oriented, method-sequenced, industry-university partnerships-based, 4D approach to work-based leadership learning programmes.
Sustainable Leadership Development in SMEs: A Case Study of South Asian Ethnic Minority Owned (SAEM) SMEs in The UK (936)
Author/s: Jaser Rahaman Dr Cynthia Akwei
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: Sustainable Leadership Development (SLD), South Asian Ethnic Minority (SAEM), Small and Medium Size Enterprises (SMEs)
Abstract: This research paper discussed the concept of Sustainable Leadership Development SLD in the South Asian Ethnic Minority SAEM owned Small and Medium Sized Enterprises SMEs context. The process of developing sustainable business leaders is still in an immature stage. Traditionally the idea of a leader development focused on an individual leader. In the era of the 4th industrial revolution, there was a massive change in the firms operation. Events like digital disruption, economic depression, geopolitics, natural disasters, war and climate change forced firms to shut their businesses overnight. As events are folding, many speculating it is the time to get rid of the managers that emerge from the concept of industrial democracy. However, it is inevitable that firms are becoming flattened than ever before. Considering such development business need a capable leader who can direct the company in the right direction in the future. In this context, this paper will investigate the factors that affect SMEs SLD and their readiness to adopt such development in the UK context. This is an exploratory research, using a qualitative semi structured interview approach to collect data from owner manager of SAEM SMEs operating in the Greater London area.
What is Colleagueship, Actually A Look at 25 Years of Research (977)
Author/s: N/A
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: shared leadership, colleagueship, literature review
Abstract: Leadership is traditionally predominantly defined as a leader centered and individual activity. Role of colleagueship, the phenomenon of leadership among colleagues, who might hold relatively equal positions in an organizational hierarchy, remains underexplored in organization research. This paper diverges from prevailing leader driven approaches and emphasizes the role of each colleague at the workplace. The research question guiding our inquiry is What is known in previous literature on colleagueship at the workplace Our paper offers the preliminary findings from a systematic review of extant literature in management and organization research. Our findings indicate that whilst colleagueship itself is not researched, it is researched under the terms coworker or colleague. In addition, colleagueship appears to be indirectly researched as part of other organizational themes and as an implication in organizational life. The contribution of our paper is in recognizing an opportunity to introduce the concept of colleagueship into management and organization research.
Does Greater Emotional Intelligence of the Leader always Mean Better Leader Performance? Evidence for a Curvilinear Relationship (980)
Author/s: Sumona Mukhugy Nikos Bozionelos
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: leader performance, leader emotional intelligence, organizational change, multi-source
Abstract: The research investigated from a non linear quadratic perspective the relationship of leaders emotional intelligence EI with leaders performance under conditions of organizational change. The trait approach to EI was adopted, and leaders performance was judged along the following outcomes that were rated by subordinates, leader change involvement, leader extra effort, leader effectiveness, followers satisfaction with the leader, and leader success with implementing change. Hypotheses, predicted inverted U form relationships between leaders EI and the five measures of leaders performance. Hypotheses were developed on the basis of social science theory, such as Diminishing Marginal Utility theory, and theory of EI. Preliminary analysis shows general support for hypotheses, suggesting that quadratic equations of inverted U form describe the relationships more accurately than linear equations.
Exploring Collaborative Maternity Work Through The Lens Of Leadership As Practice. (1041)
Author/s: Katie Willocks
Track: Leadership and Leadership Development
Paper Type: Developmental Papers
Keywords: N/A
Abstract: In order to deal with the challenges of complex change within the NHS, it has been argued that there needs to be shift away from more traditional tripod or heroic models of leadership which involve talk of leaders and followers and their shared goals towards more distributed, shared and collaborative approaches Drath, 2008. Moreover, it has been suggested that in the NHS leadership is something to be developed at all levels of the organisational hierarchy and that front line practitioners need to be encouraged to lead change and take control over how local health services are delivered Warwick, 2015, Martin and Learmonth, 2012. In this paper a body of literature called Leadership as practice LAP is drawn upon to illustrate how leadership takes place at the front line level in health care work. A case study from maternity care is used to highlight how NHS professionals collectively navigate and negotiate their often contested role boundaries as well as daily situational challenges in their work Nancarrow, 2015. The case study is explored through the lens of LAP. This paper makes a case for utilising one particular theoretical framework, namely Cultural Historical Activity theory or CHAT Engesrom, 2014 as a methodology for capturing leadership as practice within frontline health care work. It is argued that the different tenets of CHAT can help to develop practice based understandings of leadership.