The architecture of managerial leadership: Stimulation and channeling of organizational emergence

Hunt, James G.; Osborn, Richard N.; Boal, Kimberly B.

doi:10.1016/j.leaqua.2009.04.010

Cited by 26 publications

(35 citation statements)

References 42 publications

(74 reference statements)

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“…According to Zaccaro and Klimoski (2001), the SST builds on established organisational theory such as Hunt's (1991) extended Multiple Organisational Level Model. The SST segments organisational leadership into three domains -i.e.…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of organizational culture and social desirability on Australian CEO leadership

Densten

Sarros

2012

Leadership &Amp; Organization Development Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership. Design/methodology/approach -Several instruments were used to capture key concepts (i.e. Organisational Culture Profile, Marlowe-Crowne Social Desirability Scale, Transformational Leadership Inventory, and Leader Reward and Punishment Questionnaire), which were examined using confirmatory factor analysis. Data were collected from 635 Australian CEOs. Findings -The results of hierarchical multi-regression analysis clarified the importance of self-deception and impression management as influential context factors, and how both operate at the pinnacle of organisations. The study also identifies that transformational and transactional leadership behaviours were uniquely influenced by specific cultural dimensions, and suggests that CEOs use combinations of these behaviours to respond to four cultural dimensions (i.e. emphasis on rewards, performance orientation, innovation, and stability) in order to produce competitive advantages.Research limitations/implications -The study highlights how CEOs are still vulnerable to conforming to the social norms of their organisation and also how CEOs use a repertoire of leadership behaviours, in response to the importance of different cultural dimensions. Originality/value -The paper contributes to the leadership literature by directly addressing how context impacts on CEO leadership in three specific areas: social acceptance needs, demographics and culture. Further, the study investigates CEO transformational and transactional leadership behaviours rather than global constructs, and directly addresses the common method variance issue.

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Section: Literature Reviewmentioning

confidence: 99%

The impact of organizational culture and social desirability on Australian CEO leadership

Densten

Sarros

2012

Leadership &Amp; Organization Development Journal

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“…While a strict definition to encompass all crises is problematic, they are often associated with sudden threats to high priority goals and the need to dramatically change prior practice (Hunt, Osborn, & Boal, 2009). Crises involve a movement away from stability to established new goals (Lichtenstein & Plowman, 2009) and also imply a time pressured change relative to standard operating procedures (Mumford et al, 2007;Williams, Pillai, Deptula, & Lowe, 2012).…”

Section: Leaders' Sensemaking Under Crisesmentioning

confidence: 99%

Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams

Combe

Carrington

2015

The Leadership Quarterly

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When facing a crisis, leaders' sensemaking can take a considerable amount of time due to the need to develop consensus in how to deal with it so that vision formation and sensegiving can take place. However, research into emerging cognitive consensus when leaders deal with a crisis over time is lacking. This is limiting a detailed understanding of how organizations respond to crises. The findings, based on a longitudinal analysis of cognitive maps within three management teams at a single organization, highlight considerable individual differences in cognitive content when starting to make sense of a crisis. Evidence for an emerging viable prescriptive mental model for the future was found, but not so much in the management as a whole. Instead, the findings highlight increasing cognitive consensus based on similarities in objectives and cause-effect beliefs within well-defined management teams over time.

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“…The transformational leader style has been found to be a power tool that facilitates the accomplishment of a shared, positive ideal (Hunt, Osborn, & Boal, 2009). However, the degree to which a transformational style is employed over a transactional style (or vice versa) may be related to leader level, and while the principles of leader style apply at all levels (Bass, 1996) specific application of a leader style is associated with relational, contextual or other conditions (Kane & Tremble, 2000).…”

Section: Leadership Levelsmentioning

confidence: 99%

Relationships among applications of tacit knowledge and transformational/transactional leader styles

Taylor

Psotka

Legree

2015

Leadership &Amp; Organization Development Journal

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The architecture of managerial leadership: Stimulation and channeling of organizational emergence

Cited by 26 publications

References 42 publications

The impact of organizational culture and social desirability on Australian CEO leadership

The impact of organizational culture and social desirability on Australian CEO leadership

Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams

Relationships among applications of tacit knowledge and transformational/transactional leader styles

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