Leadership in the VUCA world - a systematic literature review and its link to intercultural competencies

Rath, Constanze Ruesga; Grosskopf, Sina; Barmeyer, Christoph

doi:10.1504/ejccm.2021.116890

Cited by 12 publications

(15 citation statements)

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“…These results are consistent with other research reporting that the role of leaders is imperative in challenging business environments ( Baran and Woznyj, 2020 ; Rath et al, 2021 ). Wang et al (2014) view authentic leadership as a positive approach that can be described as transparent, moral, and genuine, making a valuable contribution during precariousness.…”

Section: Discussionsupporting

confidence: 93%

“…Being transparent and objective and behaving with integrity, authentic leaders contributed to developing healthy work environments with open, trustful relationships between the employees and the organization. The findings support Baran and Woznyj (2020) and Rath et al (2021) , postulating that employees depend on leaders for support and guidance. The present results, moreover, revealed that employees’ experiences of organizational support contributed to trust in the organization.…”

Section: Discussionsupporting

confidence: 83%

“…Amid uncertain and challenging conditions, such as the COVID-19 period, the role of leaders is imperative (Baran and Woznyj, 2020;Rath et al, 2021), as followers depend on them 10.3389/fpsyg.2022.955300 for support and guidance. During COVID-19 the role of the leader changed from face-to-face interaction to having virtual interactions, limiting the time spent on one-to-one interactions and opportunities to support employees.…”

Section: Introductionmentioning

confidence: 99%

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Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Kleynhans

Heyns²,

Stander³

2022

Front. Psychol.

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Orientation: This study investigated the influence of authentic leadership on employee flourishing while considering the potential mediating effect of trust in the organization and organizational support as underlying mechanisms in an uncertain setting.Research purpose: To examine the relationship between authentic leadership and employee flourishing by evaluating the indirect effect of organizational support and trust in the organization as potential mediators.Motivation for the study: An authentic leadership approach, organizational support, and trust in the organization may influence the flourishing of employees in uncertain times. Increasing the comprehension of the possible interaction effect of organizational support and trust in the organization in the relationship between authentic leadership and employee flourishing may improve individual and organizational efficiency.Research approach/design and method: A quantitative, cross-sectional survey design was applied in this study. The sample comprised 314 employees in a noteworthy South African steel manufacturing entity. The Authentic Leadership Inventory, Workplace Trust Survey, Flourishing-at-Work Scale, and the Job Demands-Resources Scale were administered.Main findings: The findings of this study suggest that authentic leadership was a significant predictor of employee flourishing through organizational support and trust in the organization.Practical/managerial implications: This research illuminates the potential value-adding contribution of an authentic leadership style in promoting a trust-filled relationship between team members and their organization and the support they experience from their employer. Despite the prevailing precarious context, working under the mentioned conditions might result in the increased flourishing of employees.Contribution/value-add: The analyses of the mentioned relationships might assist businesses in optimizing the resources required to improve employee and organizational performance. Additionally, the exploration of organizational support in conjunction with organizational trust raises our understanding of the possible influence these elements can have in enhancing employee flourishing in the workplace.

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Section: Discussionsupporting

confidence: 93%

Section: Discussionsupporting

confidence: 83%

Section: Introductionmentioning

confidence: 99%

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Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Kleynhans

Heyns²,

Stander³

2022

Front. Psychol.

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“…These four dynamics of VUCA affect not only organizations but also leaders (Rath et al, 2021). Knowledge and attitude plays a key role in VUCA leadership, and shifting perspectives may lead to more effectiveness.…”

Section: The Human Imagementioning

confidence: 99%

Strategic Risk Leadership and Sustainability in an Ever Changing Environment

Snippe¹,

Kara²

2023

SRSD

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PURPOSE: The purpose of this study is to analyze the relationship between sustainable performance and risk management, whereby sustainability (innovation), interdisciplinarity and leadership give new insights into the traditional perspectives on performance and risk management in the field of accounting and finance. DESIGN/METHOD: A number of 58 cases were collected. Due to the substantiated selection, 51 unique cases were used for the data analysis. Using the cases, the researchers built a database with fixed observation categories to operationalize the theoretical framework. This database contains data on widespread characteristics of an organization, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, and strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (from the COSO Integrated framework: strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The empirical research shows that if organizations have a mission and/or vision that includes sustainability, in more than half of the cases it is used in strategic goals and core values. However, this is far from happening in every organization. These organizations more often apply a sustainability strategy, and all pursue SDGs. It therefore seems that they use sustainable terms less often in the management of the company than they use in practice in the execution of the strategy. This pattern is even stronger among organizations that have not included sustainability criteria in the mission and/or vision: 60% pursue a sustainability strategy and three quarters pursue SDGs. Organizations that do not pursue a sustainability strategy do pay attention to sustainability in almost half of the cases when managing the organization. Conversely, unfortunately, not every organization that implements a sustainability strategy also propagates this via its mission/vision, strategic goals, and core values. ORIGINALITY/VALUE: Researchers have investigated (part 1) whether implementing a sustainability criterion in a mission/vision has consequences for managing the organization based on sustainable strategic goals and core values; and (part 2) if a company pursues SDGs and/or a sustainability strategy, sustainability criteria are mentioned in the strategic characteristics. KEYWORDS: sustainability, strategy, leadership, risk management, performance management. JEL: A12, A13, A23, D21, D22, D62, D81

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“…Leadership plays a critical role during challenging and uncertain times (Baran and Woznyj, 2020;Rath et al, 2021) as employees look up to leaders for guidance and direction. A trustful relationship between a manager (leader) and employees is vital as it increases employee commitment and productivity (Krot and Lewicka, 2012).…”

Section: Introductionmentioning

confidence: 99%

Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?

et al. 2022

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OrientationThis study employed a second stage moderated mediation analysis to investigate the influence of authentic leadership on employee flourishing via trust in the leader (mediating variable) and job overload (moderating variable).Research PurposeTo explore the relationship between authentic leadership and flourishing by considering the indirect effect of trust in the leader as potentially moderated by job overload.Motivation for the StudyAn authentic leadership style, trust in the leader, and job overload may impact employee flourishing. A deeper understanding of the potential interaction effect of trust in the leader and job overload in the relationship between authentic leadership and flourishing may improve individual and organizational productivity.Research Approach/Design and MethodThis study used a quantitative, cross-sectional survey design and PROCESS for moderated mediation. The sample consisted of 314 employees in a prominent steel manufacturing organization in South Africa. The Authentic Leadership Inventory, Workplace Trust Survey (WTS), Flourishing-at-Work Scale, and the Job Demands-Resources Scale were utilized.Main FindingsThe study found that authentic leadership was a significant predictor of flourishing through trust in the leader. Job overload did not moderate the relationship between trust in the leader and employee flourishing.Practical/Managerial ImplicationsThis study emphasizes the potential role of authentic leadership in fostering a trustful relationship between employees and their leaders. It might result in the increased flourishing of employees. The non-significant influence of job overload on trusting relationships in precarious work contexts was also illuminated.Contribution/Value-AddThrough the analysis of these relations, organizations may be favorably equipped to optimize the resources required to improve performance. Moreover, the investigation into trust in the leader combined with job overload increases our understanding of supporting and promoting employee flourishing at work.

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Leadership in the VUCA world - a systematic literature review and its link to intercultural competencies

Cited by 12 publications

References 0 publications

Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Strategic Risk Leadership and Sustainability in an Ever Changing Environment

Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?

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