Downsizing: The Survivor Syndrome and Proactive Leadership

Smith, Bernie Todd

doi:10.1300/j186v01n02_11

Cited by 2 publications

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“…These characteristics also belong to an employee-oriented leadership style. Smith (2001) accumulated information regarding survivor's syndrome after organizational downsizings from 1992 to 1999. He claims that managers should be proactive and minimize employee impacts from downsizing.…”

Section: Literature Reviewmentioning

confidence: 99%

“…(e.g., Hodgetts, 1996;Smith, 2001). Therefore, the question to be considered is, 'If firm will with a more employee-oriented leadership style, would their responsible downsizing strategy have better firm performance'?…”

mentioning

confidence: 99%

“…This is especially true when the economy is in decline or when an organization downsizes and subordinates depend on management's words and actions (Sutton, 2009). Some research suggest that firm leaders’ employee-oriented behaviors will benefit firm post-downsizing performance (e.g., Hodgetts, 1996; Smith, 2001). Therefore, the question to be considered is, ‘If firm will with a more employee-oriented leadership style, would their responsible downsizing strategy have better firm performance’?…”

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When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance

Tsai

Shih²

2013

Journal of Management & Organization

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This study examines whether a responsible downsizing strategy and employee-oriented leadership are complementary in strengthening firm performance after downsizing. This study investigated 154 firms that have used an organizational downsizing strategy with surveys and follow-up focus groups. Results of both the empirical evidence and qualitative data demonstrates that for firms adopting an employee-oriented leadership style, the level of responsible downsizing strategy is high and firm performance is significantly increased. Specifically, the results of the focus groups indicate that a responsible downsizing strategy deepens the loyalty and faith of employees to their employer. These theoretical and practical implications are also discussed.

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Section: Literature Reviewmentioning

confidence: 99%

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