CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure

Carmeli, Abraham; Tishler, Asher; Edmondson, Amy C.

doi:10.1177/1476127011434797

Cited by 196 publications

(173 citation statements)

References 130 publications

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“…For instance, assuming that interpersonal treatment needs to encourage information exchange between decision-makers during decision-making, group dynamics such as conflict, trust and communication between decision-makers offer valuable research avenues (Carmeli et al, 2012;Olson et al, 2007). Apart from focusing on behavior during decision-making, one could also assess the impact of individual perceptions towards the rational planning practices.…”

Section: Discussionmentioning

confidence: 99%

“…In order to identify a set of relevant strategic decisions, we followed the same approach as Carmeli, Tishler, and Edmondson (2012) and asked decisionmakers to focus on the most recent strategic decisions. More specifically, they were asked to focus on the decisions in 2013 that involved the entire decision-making team of the center and that were specifically linked to their 2009 -2013 policy cycle.…”

Section: Dependent Variablementioning

confidence: 99%

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Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not. KeywordsRational planning, decision-making, strategic planning, performance measurement, performance management, procedural justice 2 IntroductionIn the slipstream of new public management, rational planning has conquered the public sector by storm (Boyne, 2001;Bryson, 2010). Rational planning is a theoretical framework of strategic management that centers on a rational approach to strategy formulation through strategic planning and strategy implementation through performance measurement and performance management (Andrews, Boyne, Law, & Walker, 2009b;Poister, Pitts, & Edwards, 2010). Rational planning has been the subject of several legislative provisions worldwide such as Best Value in the UK and the Government Performance and Results Act in the US (Bovaird, 2008; Boyne, GouldWilliams, Law, & Walker, 2004;Poister & Streib, 2005). Key to rational planning's popularity is the assumption that it contributes to strategic-decision quality in the public sector by offering a counterweight to political or intuitive decision-making (Boyne, 2001;Walker, Andrews, Boyne, Meier, & O'Toole, 2010). From an information processing perspective, this assumption is, at least theoretically, valid (Elbanna, 2006;Rogers, Miller, & Judge, 1999). Rational planning practices can inject information into decision-making processes by offering, for instance, focus on strategic goals, insights into the organizational environment, and insights into performance information (e.g. Boyne et al., 2004;Poister, 2005;Taylor, 2011).Although these theoretical arguments prompt the assumption that rational planning practices can be viewed as significant predictors of strategic-decision quality in public organizations, the validity of this assumption is debated. First, while several scholars have provided arguments for the effectiveness of rational planning practices in public organizations 2010). Second, the, albeit limited, empirical evidence on rational planning's effectiveness in public organizations has, so far, centered on performance-related outcomes (e.g. Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing ...

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Section: Discussionmentioning

confidence: 99%

Section: Dependent Variablementioning

confidence: 99%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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“…Trust is a necessary condition for creating psychological safety and in turn enhancing learner engagement . In a study examining top management team member trust, Carmeli et al (2012) found that trust was related to team learning from failures. Swift & Hwang (2013) found that affective trust was more important than cognitive trust in sharing interpersonal knowledge but that cognitive trust was more important in creating an organizational learning environment.…”

Section: Social Exchangementioning

confidence: 99%

Learning in the Twenty-First-Century Workplace

Noe

Clarke

Klein

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

338

303

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Human capital resources are key for organizations to gain a competitive advantage. Learning based on formal training and development programs, informal learning, and knowledge sharing influences the development of human capital resources. This article provides a selective review of research on learning that occurs in many different forms and at the individual, team, and organizational levels. It is organized around five themes-thinking differently about learning, reconsidering the form and design of learning, facilitating learning in the workplace, expanding the scope of learning outcomes, and improving methodology in learning research. These themes provide a framework for understanding how learning can contribute to the development of human capital resources and organizations' competitive advantage. For each theme, relevant research is reviewed, and limitations and future research directions are provided.

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“…For example, Carmeli et al (2012) proposed that relational leadership improves decision quality, with psychological safety and learning from failures as mediators. They surveyed 237 members of top management teams in Israel from multiple industry sectors, measuring trust, learning from failure, strategic-decision quality, and relational leadership.…”

Section: Group-level Researchmentioning

confidence: 99%

Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

Edmondson¹,

Lei

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

Self Cite

1,358

1,198

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Psychological safety describes people's perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace. First explored by pioneering organizational scholars in the 1960s, psychological safety experienced a renaissance starting in the 1990s and continuing to the present. Organizational research has identified psychological safety as a critical factor in understanding phenomena such as voice, teamwork, team learning, and organizational learning. A growing body of conceptual and empirical work has focused on understanding the nature of psychological safety, identifying factors that contribute to it, and examining its implications for individuals, teams, and organizations. In this article, we review and integrate this literature and suggest directions for future research. We first briefly review the early history of psychological safety research and then examine contemporary research at the individual, group, and organizational levels of analysis. We assess what has been learned and discuss suggestions for future theoretical development and methodological approaches for organizational behavior research on this important interpersonal construct.

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CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure

Cited by 196 publications

References 130 publications

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Learning in the Twenty-First-Century Workplace

Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

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