Implicit leadership and followership theories 'in the wild':taking stock of information-processing approaches to leadership and followership in organizational settings

For over 30. years information-processing approaches to leadership and more specifically Implicit Leadership Theories (ILTs) research has contributed a significant body of knowledge on leadership processes in applied settings. A new line of research on Implicit Followership Theories (IFTs) has re-ignited interest in information-processing and socio-cognitive approaches to leadership and followership. In this review, we focus on organizational research on ILTs and IFTs and highlight their practical utility for the exercise of leadership and followership in applied settings. We clarify common misperceptions regarding the implicit nature of ILTs and IFTs, review both direct and indirect measures, synthesize current and ongoing research on ILTs and IFTs in organizational settings, address issues related to different levels of analysis in the context of leadership and follower schemas and, finally, propose future avenues for organizational research. © 2013 Elsevier Inc.

An organizational analysis of technical institutions

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Stability indicators, a tool for organizational planning and control

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Organizational change, quality and cybernetics

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Constructing their own space: British Asians explore cultural identity, women, gender differences and feminism within multicultural society.

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Knowledge management in support of enterprise risk management

Risk management and knowledge management have so far been studied almost independently. The evolution of risk management to the holistic view of Enterprise Risk Management requires the destruction of barriers between organizational silos and the exchange and application of knowledge from different risk management areas. However, knowledge management has received little or no attention in risk management. This paper examines possible relationships between knowledge management constructs related to knowledge sharing, and two risk management concepts: perceived quality of risk control and perceived value of enterprise risk management. From a literature review, relationships with eight knowledge management variables covering people, process and technology aspects were hypothesised. A survey was administered to risk management employees in financial institutions. The results showed that the perceived quality of risk control is significantly associated with four knowledge management variables: perceived quality of risk knowledge sharing, perceived quality of communication among people, web channel functionality, and risk management information system functionality. However, the relationships of the knowledge management variables to the perceived value of enterprise risk management are not significant. We conclude that better knowledge management is associated with better risk control, but that more effort needs to be made to break down organizational silos in order to support true Enterprise Risk Management.

All change? Managers' experience of organizational change in theory and practice

Purpose - This paper aims to examine the usefulness of organizational change theory for management practice. Design/methodology/approach - The authors present an exploratory, empirical study of managers who were taught organizational change theory as part of a postgraduate degree. Building on the study findings, they analyse managers' subsequent experiences of organizational change; of how they use change theory in practice and the impact on their practice of their earlier formal study. Findings - The paper finds that the complexities of managing change in practice reflect distinctive organizational environments and cultures. The skills and knowledge which managers found most useful were those that enabled them to "make sense" of the organizational change they subsequently experienced. The main impact of their earlier studies was to prompt informative, discursive and reflective approaches to change management. Practical implications - The paper discusses the implications for future teaching of organizational change and the development of organizational change theory. Originality/value - The qualitative findings of the study add to, and help to explain, earlier research findings on the questions of how managers' experience change, how they use organizational change theory and its impact on their practice. © Emerald Group Publishing Limited.

Corporate social responsibility and organizational commitment:the moderating role of individuals’ attitudes to CSR

Corporate Social Responsibility (CSR) becomes ever more important for organizations. In times of corporate scandals and more governmental regulation on the one hand and a foreseeable shortage of highly qualified employees on the other, CSR is both a means to serve the wider society and to attract employees with a positive reputation and image. The aim of the present study was to determine whether CSR activities as perceived by employees indeed lead to more employee affective commitment and whether this would be moderated by employee differences in importance of CSR. The study differentiated two forms of CSR, namely corporate social responsibility directed towards individual employees (CSR-E) and directed towards the wider society (CSR-S). We surveyed 89 employees and found evidence for the predicted moderation and for both forms of CSR such that CSR-E and CSR-S and affective commitment were only positively related for those employees who evaluated CSR as important. Implications for recruitment and future research are discussed.

Knowledge management in support of enterprise risk management

Risk management and knowledge management have so far been studied almost independently. The evolution of risk management to the holistic view of Enterprise Risk Management requires the destruction of barriers between organizational silos and the exchange and application of knowledge from different risk management areas. However, knowledge management has received little or no attention in risk management. This paper examines possible relationships between knowledge management constructs related to knowledge sharing, and two risk management concepts: perceived quality of risk control and perceived value of enterprise risk management. From a literature review, relationships with eight knowledge management variables covering people, process and technology aspects were hypothesised. A survey was administered to risk management employees in financial institutions. The results showed that the perceived quality of risk control is significantly associated with four knowledge management variables: perceived quality of risk knowledge sharing, perceived quality of communication among people, web channel functionality, and risk management information system functionality. However, the relationships of the knowledge management variables to the perceived value of enterprise risk management are not significant. We conclude that better knowledge management is associated with better risk control, but that more effort needs to be made to break down organizational silos in order to support true Enterprise Risk Management.

Making the organization fly:organizational identification and citizenship in full-service and low-cost airlines

Recently, the service industry has seen a low-cost sector emerge alongside the traditional full-service sector. We explored whether these business models have different implications for employee cooperation, one factor that plays an important role in organizational functioning. Drawing on the social identity perspective, we argue that employees will identify less strongly with the lower-status, low-cost organizations, reducing their intrinsic motivation for such cooperation. We tested these relationships among employees in Thailand's airline industry. In line with expectations, flight attendants working for low-cost airlines (N = 77) perceived their organizations to have lower status than those working for the full-service airlines (N = 77), and this was associated with reduced organizational identification. This in turn predicted lower levels of organizational citizenship behaviour and a stronger desire for organizational exit. © 2010 Hogrefe Publishing.

Szervezeti karriergondozás a nők előmenetelének szolgálatában: Sikeres európai uniós és hazai megoldások (Organizational career development in the career chance of women: successful European and Hungarian solutions)

A szerző tanulmányában a női karrierpálya és a szervezeti karriergondozás sajátosságait mutatja be. A női munkaerő sajátos munkaerő. Sajátosságait a társadalmi munkamegosztásban elfoglalt helye, szerepe, az ebből is táplálkozó férfiakétól eltérő személyisége, motivációja, habitusa, munkahellyel és munkakörrel kapcsolatos elvárásai alkotják. A hatékony emberierőforrás-menedzsment célja, hogy a rendelkezésre álló munkaerő-potenciált, kompetenciatárat minél jobban kihasználja. Ezért hasznosítja a sokszínűségből fakadó szinergiahatást, és számol a különböző alkalmazotti rétegek eltérő adottságaival. _____________________ The career needs of women demands special requirements towards organizational career development which covers the whole process of the human resource management. It is necessary to take attention to the elimination of all forms of discrimination in the organization, to develop an objective selection process based on competences, to eliminate barriers of advancement, to contact and inform women during the paid child-care period, to provide new ways to balance career and family, to extend the mentor system, to aid the preparation of individual career plans, to extend the different forms of flexible employment, to eliminate the wage and income differences. In Hungary the lack of women-friendly social environment and organizational culture prevent the development of diversity management, the fulfilling of the special mission and tasks of female career development. These circumstances waste the human resources in social and organizational level, too. It results the insufficient utilization of the competences of skilled workforce, especially that of women.

Szervezeti kultúra kutatások a termelési folyamatok szervezésében – irodalom-feldolgozás = Organizational culture researches on the filed of operations management – a literature review

A műhelytanulmány célja, hogy megalapozzon egy, a lean menedzsment és a szervezeti kultúra kapcsolatát vizsgáló empirikus kutatást. Máig ritka a szűken vett témában született publikációk száma, ezért tanulmányunkban olyan forrásokat dolgozunk fel, amelyek a lean menedzsmenten túl a termelésmenedzsment más koncepcióit, gyakorlatait (minőségmenedzsment és a fejlett termelési rendszerek), az általuk elérhető teljesítmény és a szervezeti kultúra kapcsolatát értelmezi, vagy vizsgálja. A források módszeres áttekintésével azonosítjuk a kutatásokat indokoló tényezőket, az érintett termelésmenedzsment koncepciók értelmezéseit, a szervezeti kultúra értelmezéséket és a kutatási eredményeket. Mindezek alapján bemutatjuk, hogy melyek lehetnek azok a kérdések, melyek egy, a szervezeti kultúra és a lean menedzsment kapcsolatát vizsgáló empirikus kutatás során figyelmet érdemelnek. Bemutatjuk továbbá, hogy milyen egyéb tényezőkre kell figyelemmel lenni egy ilyen kutatás tervezése során. Önmagában a lean menedzsment, mint téma újszerű a szervezeti kultúrával kapcsolatos kutatások területén. Ezen túl a nagymintás és az angolszász területeken kívül eső kutatások kecsegtetnek jelentős új ismerettel. További újdonságot jelente a termelésmenedzsment koncepció és a szervezeti kultúra kapcsolatának megragadásán túl a kapcsolat természetének (a hatás irányának) feltárása. ______ The aim of this paper is to provide a solid base for a study that would examine the relationship between lean management and organizational culture. Since there are only limited number of publications in this topic, in our study we examined publications, which interpreted or examined the relationship among organizational culture, organizational performance and - beyond lean management - any operations management concepts or practices (but mainly quality management and advanced manufacturing technologies). Rigorously reviewing the selected sources, we identified the main questions justifying the researches, interpretations of the involved operations management concepts, interpretations of organization culture, and research results. Based on our review, we highlight those questions that are worth to examine within a research targeting to study the relationship between the organizational culture and lean management. Moreover, we identified other important factors to be considered when designing such research. Lean management by itself a novelty in the research field related to organizational culture. Moreover, large sample studies conducted outside the Anglo-Saxon territory likely to bring notable novelty. Further new knowledge may emerge if beyond capturing the existence of relationship among organizational culture and any operations management concept the nature of the relationship (the direction of the influence) was also investigated.

A szervezeti elkötelezettség és a munka-család viszonyrendszer összefüggései (The relationship between organizational commitment and work-life balance)

376 ügyfélszolgálati dolgozó bevonásával végzett kérdőíves vizsgálatukban a szerzők arra keresték a választ, hogy a szervezeti elkötelezettség profilok hogyan függnek össze a munkahelyi elégedettséggel, a kilépési szándékkal és a munka-család viszonyrendszerre vonatkozó változókkal (munka-család konfliktus, munkacsalád egyensúly, munka-család gazdagítás). Nyolc különböző profilt találtak, amelyek elemzéséből kiderült: az elkötelezettség-komponensek közül az érzelmi elkötelezettségnek kitüntetett szerepe van a kedvező következményeket tekintve, továbbá az elkötelezettségkomponensek együttes hatása szinergikus lehet. ________ In their research that was based on the answers of 376 customer service employees to a questionnaire survey, the authors are looking at the relationship between the organizational commitment profiles and work satisfaction, intention to leave the organization and various subconcepts of work life balance (work-family conflict, work-family balance and work-family enrichment). They have found 8 different profiles, the analysis of which revealed the central role of the affective component regarding the positive outcomes of the above mentioned variables as well as the synergic relations among the different components of organizational commitment.

Formalizált rugalmasság – a kettős képesség kialakulása egy középvállalatban (Formalized adaptability: the development of ambidexterity in a medium-sized enterprise)

Az empirikus kutatás azokra a kérdésekre keresi a választ, hogy a hazai innovatív, növekedésorientált kis- és középvállalkozásokat milyen tényezők támogatják és segítik abban, hogy egyszerre legyenek képesek kiválóan teljesíteni jelenlegi piacaikon, miközben radikális innovációikon keresztül biztosítják a szervezet hosszú távú növekedési pályáját. A kutatás kvalitatív, feltáró, egyéni interjúkra épülő esettanulmányos módszertan keretein belül 14 vezetői interjúra, helyszíni megfigyelésre és széles körű dokumentumelemzésre épül. Az eredmények alapján a kettős képességű szervezetek teljesítményét egy hat, egymással összefüggésben lévő elemből álló modell határozza meg, melynek részei a felsővezetői decentralizáció, menedzsmentkontroll, vezetői szerepek és identitás, feladat- és hatáskörök, motivációs rendszer és a menedzsmenttudás színvonala. _______ The empirical research seeks the answer to the question what kind of factors support and help the innovative, growth-oriented Hungarian SMEs to both have the ability to operate at an excellent level in their current markets and to ensure the long-term growth path of the organization through radical innovations. The research applies qualitative, interview-based methodology. The dataset consists of 14 interviews with managers from different organizational level of the examined company, on-site observation and document-analysis. The main contribution of the article is a model that includes the influential structural and contextual factors of organizational ambidexterity, which are decentralization, management controlling, leader roles and identity, functions and authorities, motivation system and level of management knowledge.

Hatékony leadership magatartások szlovák szervezeti környezetben (Effective leadership behaviors in Slovak organizational environment – Introduction to the Slovak implict leadership theories –Results of the GLOBE research)

Az itt bemutatott kutatás célja az volt, hogy azonosítsa és feltárja a szlovák vállalati környezetben követett és kívánatosnak tartott leadership dimenziókat és bemutassa azokat az implicit leadership elmélet alapján meghatározott magatartásokat, amelyek a sikeres leadershipet támogató magatartásokként jelennek meg (az implicit leadership elmélet szerint az egyének magatartásokhoz kapcsolódó hiedelmeik, meggyőződéseik és értékítéleteik alapján határozzák meg, kit tekintenek vezetőnek, illetve hogyan különböztetik meg a hatékony vezetést a nem hatékonytól). Ehhez a GLOBE (Global Leadership and Organization Behavior Effectiveness) kutatását használta fel a szerző empirikus alapként. A faktorelemzéssel előállított kutatási eredmények azt bizonyítják, hogy definiálhatók a nemzetközi mintán elkülöníthető implicit leadership elméletektől jól megkülönböztethető szlovák implicit leadership elméletek. Statisztikai próbáinak eredményei azt mutatják, hogy léteznek olyan leadership faktorok, melyek a szlovák és a magyar vállalati környezetben is megjelennek, illetve feltárhatók olyan implicit leadership elméletek, melyek megítélése ebben a régióban egységesnek tekinthető. _____ The aim of this research is to identify and explore the committed and desirable leadership dimensions in the Slovak organizational environment. This article presents those on the basis of implicit leadership theories identified behaviors which appear as successful leadership supported behaviors. To it the GLOBE (Global Leadership and Organization Behavior Effectiveness) research is used as the empirical basis by the author. Research results which were produced by factor analysis demonstrate that the Slovak implicit leadership theories can be identified because those can be clearly distinguished from implicit leadership theories available in the international sample.