Here Be Paradox: How Global Business Leaders Navigate Change

Nelson, Janet A.

doi:10.1108/s1535-120320180000011001

Cited by 4 publications

(4 citation statements)

References 45 publications

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“…Contemporary organizations are undergoing constant change due to technological, social and economic transformations and therefore require support in adapting to these changes [1]. Furthermore, implementing a sustainable development strategy leads to significant changes in organization operations, especially in terms of processes, management and leadership [2]. In the face of the changes in the external environment and increasing uncertainty, in particular, leadership is an essential factor in facilitating the effective implementation of change in enterprises [3,4].…”

Section: Introductionmentioning

confidence: 99%

The Role of Agile Women Leadership in Achieving Team Effectiveness through Interpersonal Trust for Business Agility

Akkaya

Bagieńska

2022

Sustainability

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The need for organizations to adapt to constant change means the challenges of implementing an agile strategy. Therefore, the purpose of the study is to analyze the role of agile women leadership and team effectiveness by looking into the mediating effect of interpersonal trust based on a cross-sectional quantitative study with a sample of 269 employees from Poland and Turkey. Questionnaires were distributed to individuals in companies having women leaders or managers. The three questionnaires required the respondents to answer questions regarding the perception of agile leadership, trust and team effectiveness. By using SPSS, demographics, descriptive statistics and tests of normality were determined. Smart PLS version 3.0 was used for confirmatory factor analysis, internal accuracy and validity estimates, hypothesis checking and mediation testing. Results of PLS-SEM indicated interpersonal trust has a full mediation role between agile women leadership in shaping team effectiveness. The population of this study are working for organizations of just two countries; hence, the generalizability of the findings to other settings is unknown. Our findings contribute to the literature on women agile leadership and team effectiveness by demonstrating how the growth in trust to managers contributes to the emergence of team effectiveness and the agile leadership trend over time. This study will therefore contribute to the understanding of organized teams’ effectiveness in the perspective of agile women leadership and trust of supervisors.

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Section: Introductionmentioning

confidence: 99%

The Role of Agile Women Leadership in Achieving Team Effectiveness through Interpersonal Trust for Business Agility

Akkaya

Bagieńska

2022

Sustainability

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“…Traditionally, local-global tensions have attracted the attention of international management and global leadership scholars (Nielsen & Bevort, 2017), and fewer scholars have approached local-global tensions as a paradox (see, e.g. Mendenhall et al, 2020;Nelson, 2018;Nielsen, 2018;Nielsen et al, 2019;Osland, 2000) rather than a dichotomy or continuum. Also, the traditional focal point of research exploring the tensions between local and global has done so in an international or global context.…”

Section: Paradox Knot 3: Dealing With Dispersionmentioning

confidence: 99%

A paradox rarely comes alone a quantitative approach to investigating knotted leadership paradoxes in SMEs

Henriksen

Nielsen²,

Vikkelsø

et al. 2021

Scandinavian Journal of Management

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“…The COVID-19 pandemic amplified these dynamics, creating disruption unlike anything experienced in the past and requiring employees to learn new skills and new ways to perform their jobs (Kniffin et al, 2021). Workers need to be increasingly adaptable, versatile, and tolerant of uncertainty to operate effectively in these changing environments (Kaiser, 2020; Nelson, 2018; White & Shullman, 2010). To succeed, companies need to solve ambiguous problems, being agile and innovative to respond quickly to competitive pressure and to be able to thrive despite the global crisis (Pulakos et al, 2019).…”

mentioning

confidence: 99%

Learning agility and talent management: A systematic review and future prospects.

Milani¹,

Setti²,

Argentero³

2021

Consulting Psychology Journal: Practice and Research

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The unprecedented complexity and unpredictability of the current business scenario—amplified by the impacts of COVID-19 pandemic—require employees to constantly learn new skills and new ways of performing their jobs. Over the past decades the construct of learning agility has attracted considerable attention from human-resource professionals and consultants interested in talent identification. Organizations have then incorporated the construct into their model of high-potential selection and leadership development, and the term is becoming embedded into the talent-management (TM) lexicon. The specific contribution of the current systematic review is to provide a rigorous critique of the existing literature about learning agility and its applications to talent management, focusing on definition, measurement, and operationalization of the construct. In addition, the relationships between learning agility and other talent management constructs have been also investigated. A literature search on Scopus, Web of Science, and PsycINFO databases was performed. The review process has followed the international Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement guidelines. The initial search identified 250 titles. Fifty-two studies were assessed, and 10 empirical studies (qualitative and quantitative) were considered eligible. Despite the extensive usage of learning agility in organizations, the academic community only recently has become interested in studying the construct. TM research reinforced the importance of learning agility as a key indicator of potential, highlighting learning and growth competences as central components of potential. Nevertheless, a scientific approach to the concept remains still limited. Limitations, practical implications, and directions for future research are also discussed.

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Here Be Paradox: How Global Business Leaders Navigate Change

Cited by 4 publications

References 45 publications

The Role of Agile Women Leadership in Achieving Team Effectiveness through Interpersonal Trust for Business Agility

The Role of Agile Women Leadership in Achieving Team Effectiveness through Interpersonal Trust for Business Agility

A paradox rarely comes alone a quantitative approach to investigating knotted leadership paradoxes in SMEs

Learning agility and talent management: A systematic review and future prospects.

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