Expert leaders in a fast-moving environment

Abstract

The Service Systems research group at WMG works in collaboration with large organisations such as GlaxoSmithKline, Rolls-Royce, BAE Systems, IBM, Ministry of Defence as well as with SMEs researching into value constellations, new business models and value-creating service systems of people, product, service and technology.The group conducts research that is capable of solving real problems in practice (ie. how and what do do), while also understanding theoretical abstractions from research (ie. why) so that the knowledge results in high-level publications necessary for its transfer across sector and industry. This approach ensures that the knowledge we create is relevant, impactful and grounded in research.In particular, we pursue the knowledge of service systems for value co-creation that is replicable, scalable and transferable so that we can address some of the most difficult challenges faced by businesses, markets and society. Research StreamsThe WMG Service Systems research group conducts research that is capable of solving real problems in practice, and also to create theoretical abstractions from or research that is relevant and applicable across sector and industry, so that the impact of our research is substantial.The group currently conducts research under six broad themes: AbstractThis study explores the effects of leaders in an iconic, high-technology, turbulent industry. We analyse 62 years of objective performance data from one of the world's most competitive sectors (Formula One competition). The study's findings provide strong support for an 'expert leader hypothesis'. The most successful leaders are disproportionately those who started as drivers or mechanics (not as general managers or university graduates in engineering). Moreover, within the sub-sample of former drivers, it is those who had the longest driving careers who went on to become the most effective leaders. Remarkably, the leader's former experience as a competitive driver is a better predictor of current organizational performance than the driving experience of the person who is actually driving for the team. The study's expert-leader findings are consistent with the hypothesis that longitudinal performance improves when a leader's knowledge and expertise correlate with an organization's core business activity.

Should I Stay or Should I Go? Founder Power and Exit via Initial Public Offering

“…Industry experience is another characteristic linked to expert power (Datta, Guthrie, & Rajagopalan, 2002;Haynes & Hillman, 2010). A founder with more industry-specific experience generally has better networks, is better equipped to steer the company through difficulties, and is more highly regarded by investors (Bach & Smith, 2007;Cooper, Gimeno-Gascon, & Woo, 1994;Goodall & Pogrebna, 2015;Pennings, Lee, & Witteloostuijn, 1998).…”

The future of clinical leadership: evidence for physician leadership and the educational pathway for new leaders

“…Specifically, among US News and World Report ranked hospitals in 2009, leadership by a physician CEO (vs a non-physician manager) was strongly associated with top quartile performance; quality scores were approximately 25% higher 3. In other settings, but this time using longitudinal data with many confounding variables, expert leaders have been shown to be associated with improved organisational performance—these include presidents and department heads in research universities,4 5 Formula 1 heads6 and basketball coaches 7. It is also clear that expert leaders are not merely people who dabbled in the core business activity for a short time and then switched to management.…”

The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

“…When it comes to problem-solving, leaders are required to have the ability to identify the problem, comprehend it, define it, and guide followers to solve it (Mumford, Friedrich, Caughron, & Byrne, 2007). Hence, leader expertise is critical in effective problem-solving and decision making (Sternberg, 2003;Goodall & Pogrebna, 2014). Coincidentally, humble leader devote to enhance follower's development and growth, which could be realized when humble leader is perceived as an expert leader, and has the ability to provide effective assistance and guidance for followers when they are in difficulty.…”