Outsider Leadership

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research

“…This is a theme that we see addressed in the health care sector, with regular nurses surfacing not only in leadership roles (cluster 3— Huang et al, 2020 ; Newell, 2020), but also in public leadership where we see women and experts now taking the wheel (cluster 2— Al Saidi et al, 2020 ; Turrini et al, 2020 ; Wilson, 2020 ). These so-called “outsiders” are particularly interesting because their leadership position is often based on criteria that challenge many existing stereotypes of leaders such as being male, at the top of the organizational hierarchy, and possessing charismatic leadership qualities as the route to leader effectiveness ( O’Riordan et al, 2019 ). Indeed, leadership is now attributed to those who have the competencies ( Sergent & Stajkovic, 2020 ) or communication skills (cf., cluster 6)—an area where women leaders seem to excel (cluster 4— Blake-Beard et al, 2020 ; Dirani et al, 2020 ).…”

Understanding the mechanisms of sustainable capitalism: The 4S model

“…While working at Procter and Gamble he had been a competitive adversary. As an outside leader (O'Riordan et al, 2019) he came with a fresh perspective on the Unilever processes, its internal practices and its embedded assumptions (O'Riordan et al, 2019). Therefore, he was ready to challenge conventional business practice.…”

Phronetic Transformational Leadership: Moral Rebel Trust-Creating Unknowing-Admitting Outsiders

“…Gouldner [10] already depicted a failure by an outsider plant manager due to detachment from subordinates, which caused mistrust and concealment of managing-essential knowledge, as found by others [11][12][13]. Many studies sought to clarify which type of CEOs are preferable, outsiders or insiders, but findings remained contradictory [14] as they missed the outsider's prime dilemma: Shall I dare vulnerable involvement in deliberations with subordinates, exposing my gaps of their exclusive tacit know-how, phronesis, and premises of decisions in order to build full trust and share these intangibles, or by distancing from them, should I conceal my gaps of local experiential knowledge and defend and augment my authority [15,16]?Outsider executives often defend their authority by low-moral concealment of their own gaps of subordinates' exclusive tacit know-how, phronesis, and premises of decisions, avoiding trust-creating vulnerable involvement (T-CVI for short) in deliberations with subordinates rather than high-morally admitting gaps, building subordinates' full trust, and encouraging sharing of these intangibles [6,7,16]. Research rarely alluded to outsiders' dilemma concerning practicing T-CVI that is decisive for creating the full trust required for subordinates' sharing of tacit knowhow and phronesis developed and learned in "the unceasing flow of activities in which practitioners are inextricably immersed" ([2], p. 377).…”

“…Subordinates have acquired their exclusive experiential knowledge by their work and learning from their own and others' successes, mistakes, and failures [17]; they share these nadir intangible resources only with fully trusted high-moral superiors who proved their honesty, competence, integrity, and benevolence [18], those who communicate their own vulnerability by exposing knowledge gaps through open dialog [19,20]. A manager's vulnerable involvement in deliberations with subordinates by dialog is essential for initiating ascending mutual trust spirals that encourage subordinates' sharing of their exclusive intangibles [5][6][7][8].Generations of sociologists studied Gouldner's book [10] on the failure of a detached autocratic distrusted outsider plant manager and thousands cited Zand's [4] finding that managerial problem-solving success requires full interpersonal trust created by managers' vulnerable involvement in deliberations with subordinates, which leads to sharing knowledge essential for problem-solving, but reviews of literature on outsider managers disregard these works [14,21]. Thus, was missed that practicing T-CVI in deliberations with subordinates is critical for outsiders' sharing of the latter's experiential knowledge essential for phronetic leadership, for "bringing people together," "creating contexts for learning," "communicate effectively," "grasping the essence of situations," and "encouraging the development of practical wisdom" ([22], p. 5).…”

“…Gouldner [10] already depicted a failure by an outsider plant manager due to detachment from subordinates, which caused mistrust and concealment of managing-essential knowledge, as found by others [11][12][13]. Many studies sought to clarify which type of CEOs are preferable, outsiders or insiders, but findings remained contradictory [14] as they missed the outsider's prime dilemma: Shall I dare vulnerable involvement in deliberations with subordinates, exposing my gaps of their exclusive tacit know-how, phronesis, and premises of decisions in order to build full trust and share these intangibles, or by distancing from them, should I conceal my gaps of local experiential knowledge and defend and augment my authority [15,16]?…”