Leader Role Crafting and the Functions of Leader Role Identities

Gjerde, Susann; Ladegård, Gro

doi:10.1177/1548051818774553

Cited by 21 publications

(11 citation statements)

References 76 publications

(157 reference statements)

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“…Organizations can promote SL practices in their domains by enhancing long-term commitment, sharing sustainability-related visions and sustainable development goals, and engaging all stakeholders (Iqbal and Ahmad, 2020 ). In turn, sustainable leaders should directly influence the level of employees' WB through, e.g., HR development (Gjerde and Ladegård, 2019 ) and indirectly through, e.g., empowering and making justice (Salehzadeh, 2019 ; Wang et al, 2019 ), which leads to higher ER. At this point, it is worth emphasizing that activities directed toward the prevention of employees' resources were more important that activities aiming at collecting new resources because according to COR, resource loss is disproportionately more salient than resource gain (Westman et al, 2015 ).…”

Section: Discussionmentioning

confidence: 99%

“…Sustainable leadership has an impacts on many resources. It enhances knowledge sharing, development of employees, participation, and empowerment (Avery and Bergsteiner, 2011 ; Gjerde and Ladegård, 2019 ; Iqbal and Ahmad, 2020 ). SL covers shared responsibility to preserve economic and human resources as far as avoid environmental and social degradation (Hargreaves and Fink, 2006 ).…”

Section: Literature Background and Hypotheses Developmentmentioning

confidence: 99%

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Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Background and Hypotheses Developmentmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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“…SL is in line with such concepts as reflexive and participative leadership (Gerard et al , 2017), responsible leadership (Pless et al , 2011), ethical leadership (Wu et al , 2015), transformational leadership (Waldman and Balven, 2014) and value-based leadership (Brandt, 2016), and shared leadership (Pearce et al , 2014). Sustainable leaders inspire and encourage subordinates, define the working atmosphere, and align the needs of subordinates and the organization (Gjerde and Ladegård, 2019), thus increasing the sustainable performance of employees and organizational sustainable performance (SP). The latter – in general – reflects the set of measurable economic, social and environmental results (Keeble et al , 2003).…”

Section: Introductionmentioning

confidence: 99%

Sustainable leadership in higher education institutions: social innovation as a mechanism

Iqbal

Piwowar‐Sulej

2021

IJSHE

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Purpose Considering the vital role of higher education institutions (HEIs) in accomplishing sustainable development goals, this study aims to examine how and when sustainable leadership (SL) influences sustainable performance by examining social innovation (SI) as a mediating mechanism and managerial discretion (MD) as a boundary condition based on upper echelon theory. Design/methodology/approach This study is cross-sectional in nature. The authors adopted a cluster-sampling approach to collect data from 500 employees of HEIs in Pakistan and China. The response rate for this study was 52.63%. As the proposed model is complex, the authors used structural equation modeling (SEM) to analyze the research hypothesis. Findings The empirical findings confirm the presence of SI as a competitive partial mediator between SL and sustainable performance. Nevertheless, the findings of this study do not suggest a higher positive effect of SL on SI in the presence of high MD. Research limitations/implications The study evaluated the role of SL and SI in fostering sustainable performance from the perspective of employees in HEIs in China and Pakistan. Before the empirical evidence can be generalized, there is a need to conduct similar studies in other parts of Asia and Western countries as well. Practical implications This study presents implications for higher education leaders and policymakers at the national level to foster the sustainable performance of their institutions. Social implications The current evidence reveals the effectiveness of SL in achieving the social goals of HEIs through SI. The recommendations presented in this study can have an impact on society, providing it with a sustainable future. Originality/value This study is the first of its kind to examine the mediating role of SI on the relationship between SL and sustainable performance. The present study also provides pioneering empirical evidence about the negative effects of MD in the context of HEIs.

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“…Due to the different demands made of leadership and management, these roles are differentiated in this paper. Roles are sets of (normative) behavioural expectations, rights and duties (Berthel and Becker, 2017; Gjerde and Ladegård, 2019) associated with given positions in the social structure by the role owner him- or herself and by others; roles are viewed as functional by the social system within which they are embedded (Ashforth, 2001). By using role theory, a differentiated analysis of the necessary requirements of a leader and a manager—and therefore of those in the role—is possible.…”

Section: Requirements For Top Executives From Different Theoretical P...mentioning

confidence: 99%

Criteria to appraise top executives for ambidextrous leadership

Laser

2022

JOEPP

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PurposeThis paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.Design/methodology/approachUsing a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.FindingsThe criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.Originality/valueThis theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.

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Leader Role Crafting and the Functions of Leader Role Identities

Cited by 21 publications

References 76 publications

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Sustainable leadership in higher education institutions: social innovation as a mechanism

Criteria to appraise top executives for ambidextrous leadership

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