Leaders as creators: Leader performance and problem solving in ill-defined domains

Mumford, Michael D.; Connelly, Mary Shane

doi:10.1016/1048-9843(91)90017-v

Cited by 127 publications

(69 citation statements)

References 91 publications

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“…Contemporary organizations are dynamic and lack the systematic balance that gave structure to more traditional management roles. Thus, leaders are often faced with ill-defined problems that require interpretation and decision-making at very complex levels (Fleishman et al 1991;Mumford and Connelly 1991;Mumford et al 2000). Pressure is placed on organizational leaders to perform at a high level under these uncertain and equivocal conditions, solving problems and making quality decisions while maintaining ethical standards.…”

Section: Leaders Under Ethical Riskmentioning

confidence: 98%

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

et al. 2012

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Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted-constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.

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Section: Leaders Under Ethical Riskmentioning

confidence: 98%

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

et al. 2012

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“…Leadership occurs in ill-defined and ambiguous situations (Mumford and Connelly, 1991). For this reason, the potential for leaders to make destructive decisions or follow a destructive course of action is always present.…”

Section: Introductionmentioning

confidence: 99%

Responding Destructively in Leadership Situations: The Role of Personal Values and Problem Construction

Illies

Reiter‐Palmon

2007

J Bus Ethics

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“…Certain aspects and kinds of intelligence also show positive correlations with leadership effectiveness. For example, divergent thinking is positively correlated with leadership success (Baehr, 1992;Mumford and Connelly, 1991;Mumford et al, 2002). Emotional intelligence is also a positive predictor of leadership (Caruso et al, 2002;Goleman et al, 2002;Sosik and Megerian, 1999; see also Zaccaro et al, 2004).…”

Section: The Trait-based Approachmentioning

confidence: 99%

WICS: A Model of Positive Educational Leadership Comprising Wisdom, Intelligence, and Creativity Synthesized

Sternberg

2005

Educ Psychol Rev

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Leaders as creators: Leader performance and problem solving in ill-defined domains

Cited by 127 publications

References 91 publications

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

Responding Destructively in Leadership Situations: The Role of Personal Values and Problem Construction

WICS: A Model of Positive Educational Leadership Comprising Wisdom, Intelligence, and Creativity Synthesized

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