Purpose The purpose of this paper is to present an innovative, research-based approach for stimulating self-awareness, reflection and intentional leadership development and address a call from the academic and business community to educate and prepare graduate students for leadership in contemporary complex workplaces. Building on previous research findings and recommendations, the authors suggest that leadership potential is understood and facilitated through leadership assessment, increased self-awareness and faculty coach-supported reflection and development planning by MBA students. Based on three key constructs in leadership development, a conceptual model depicts the approach to developing potential leaders at this juncture in their professional development. Design/methodology/approach New MBA students completed a leadership potential assessment instrument designed to target areas for focused leadership development throughout their MBA program and beyond. The assessment process is followed by faculty coach-supported reflection and development planning as an assignment during the students’ MBA orientation course. To explore the impact of this innovative approach to accelerating the development of leadership potential, reflection papers from students who completed the process were analyzed. Data analysis consisted of content coding with an inter-rater reliability of 0.99 to classify the responses into four key categories. Survey data were also collected from 504 MBA students who attended an on-campus orientation course to measure students’ increasing understanding and awareness of the value of the leadership development opportunity. Findings Quantitative and qualitative results provide initial support for this approach to developing leadership potential. Results suggest that the integrative model stimulates a process of awareness, reflection and intentional development, and supports the identification and pursuit of goal-directed learning opportunities throughout students’ MBA program. Originality/value Graduate business school students are at a leadership inflection point in their trajectory as leaders. Business colleges play a key role in closing the leadership gap during the development cycle of the students’ MBA program. The innovative approach in this paper, which facilitates self-awareness, reflection and intentional leadership development, offers a model for business colleges exploring how to foster these necessary leadership insights and capabilities.
PurposeThe purpose of this study is to explore balanced leadership behaviors, which exhibit ambidexterity, in a top management team (TMT) recognized for innovation and operational success.Design/methodology/approachAn action research case study was conducted in a single global organization in an industry requiring high levels of innovation. Operationalized as a balance of exploratory and exploitative behaviors, leadership ambidexterity was measured using the strategic-operational dimension of the Leadership Versatility Index (LVI©) which when completed included 67 assessments provided by TMT peers, supervisors and direct reports. Using quantitative and qualitative data, we examined the behaviors of six executives and the degree of flexibility they exhibit when switching opposing behaviors.FindingsThis study provides empirical evidence that TMT leaders of a highly innovative company strive to flexibly move between explorative and exploitative behaviors both as individual members and as an executive team. A high degree of exploitation–exploration versatility was also linked to the TMT effective performance.Practical implicationsFor organizational practitioners, the study offers a quantifiable measure of individual and team leadership ambidexterity. It can be used to raise awareness and suggest ambidextrous behaviors to TMT leaders and “high-management-potentials”.Originality/valueThis study measures leadership ambidexterity of individual executives and the TMT as a group using a quantitative instrument supported by 360-degree qualitative data. Access to both secondary and proprietary information allowed in depth examination of the TMT behaviors in an innovative firm, which was acquired at a premium and was recognized with multiple innovation awards.
The common law tort of intentional infliction of emotional distress (IIED) is a frequently occurring lawsuit. It seems that in almost every wrongful discharge suit by a terminated employee at-will, or lawsuit to redress bullying-like conduct at work, or lawsuit pursuant to civil rights act for discrimination or harassment there appears a count for the IIED tort. As such, there are many, many IIED cases; however, this article demonstrates that there are only a handful of cases that are successful due to the various elements to the tort as well as the high evidentiary hurdles to sustain those elements. This article explicates the elements of the tort and illustrates those elements in the context of wrongful discharge, bullying, and discrimination/harassment lawsuits. The authors discuss the implications of the tort, particularly for management; and provide recommendations to employers on how to avoid liability, especially by bully-proofing the organization, and also to employees on how to sustain an IIED cause of action.
Purpose The purpose of this paper is to offer an informed method of collaboration for leaders in organizations to support adaptation to dynamic changes and challenges. Design/methodology/approach A qualitative analysis was undertaken to utilize change style preferences and personal resources in coping and responding to the extraordinary change brought about by the Covid pandemic. The Change Style Indicator (CSI) instrument and a qualitative reflection were the methods used to understand the near-term effect of this crisis. Findings Our findings require leaders to focus change efforts beyond organizational structure, as the work of change leadership is built upon interpersonal and individual responses and behaviors. Recommendations for leading through and recovering during dynamic change require customizing leader responses using inherent individual preferences for change and personal resource needs beyond system-wide organizational change initiatives Originality/value The paper offers an informed and intentional practice of leading during abrupt unpredictable change by examining typical change style preferences and reflections on personal resources utilized to respond during dynamic change. A strong recommendation for empathetic and collaborative leadership practice to support all stakeholders to adapt to change events is presented. Providing insight into how individuals typically respond to complex, unplanned change, helps inform and increase leadership capabilities and capacities for adapting during complex change.
A key challenge facing business schools today is the opportunity to teach and foster leadership skills and behavior. This is a particularly pertinent issue given the strong emphasis that many business schools place on creating leaders, as demonstrated by its prominence in mission statements. Though teaching leadership can be approached in a variety of ways, this chapter presents an innovative approach for developing business leaders that is aligned with the mission of the Huizenga College of Business and Entrepreneurship (HCBE) at Nova Southeastern University. Through a partnership with Korn Ferry, the world's largest provider of executive search and a distinguished authority on leadership and talent, an assessment of leadership potential followed by personalized coaching is provided for MBA students. Assessment results are integrated for developmental applications throughout the curriculum, which serves to enhance student career potential and employment opportunities. Quantitative and qualitative results provide support for this approach to developing leaders.
Purpose The purpose of this paper is to examine the importance of employee state of mind through the lens of Conservation of Resources Theory, emphasizing the importance of mindfulness for employee productivity. Design/methodology/approach A survey consisting of previously validated instruments was administered to alumni of an MBA program, with 321 responses received from fully employed participants. The relationships among constructs were tested using partial least squares path modeling. Findings The effect of Work–Life Integration on Perceived Productivity in both groups of employees is fully mediated by Work Mindfulness. Interestingly, perceived Productivity of “negatively-minded” employees was driven by support and resources provided by their employers, but “positively-minded” employees did not require such support to boost their productivity. Originality/value Mindfulness has the potential to be beneficial in the workplace during periods of stress. Our results found that state of mind of individuals is an important construct to identify, particularly for those experiencing negative affect. For both groups, mindfulness mediated the results, suggesting actively incorporating mindfulness practices and training could be beneficial particularly for those with low levels of positive affect.
This research explored psychological type and change style for hospital executives and the implications for leading organizational change using the Myers-Briggs Type Indicator Form Q and the Change Style Indicator. As societal demands increase for hospitals to transform, it becomes vital for executives to understand their own needs, responses, and strengths during organizational change and those of their followers. Forty-fi ve hospital executives participated in this study. The descriptive statistics for psychological type MBTI were ISTJ (20%), followed by ENTP (17.8%) and ISFJ (13.3%). The most frequently reported CSI style was Originator (40.7%), followed by Conserver (31.2%) and Pragmatist (28.9%). Results indicated that ENTP type was overrepresented at a statistically significant level of .001 in comparison to the CPP Healthcare Sample (2006) and the CAPT Healthcare Administrator Sample (1986). CSI styles were not overrepresented at a statistically signifi cant level. There were statistically signifi cant associations between MBTI type and CSI Originator style, MBTI preferences and the CSI Originator style, specifi c MBTI preferences, and the CSI Conserver style. MBTI and CSI tools help hospital executives understand and manage the effect of their psychological type and change style when leading organizational change. The study provides baseline information for a more informed and fl exible approach to organizational change using psychological type in conjunction with change style.
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