The Influence of Perceptions of Organizational Structure &amp; Culture on Leadership Role Requirements: The Moderating Impact of Locus of Control &amp; Self-Monitoring

Shivers-Blackwell, Sheryl L.

doi:10.1177/107179190601200403

Cited by 44 publications

(24 citation statements)

References 45 publications

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“…) within organic structures than in mechanistic structures. Along these lines, leaders with high least preferred co‐worker (LPC) scores performed best in organic structures (Csoka ) and, as can be expected, both transformational (Shrivers‐Blackwell ; van der Voet ) and charismatic leadership behaviors (Dust et al . ; Pillai and Meindl ; Shamir et al .…”

Section: Ethics Influence and Leadershipmentioning

confidence: 57%

“…Leadership researchers found that leaders seemed to be more effective in organic rather than mechanistic structures (Dragoni and Kuenzi ; Gillen and Carroll ), perhaps because interpersonal or relationship components were more common (Pillai and Meindl ; Shrivers‐Blackwell ; Singer and Singer ) and more closely related to effectiveness (Csoka ; Dickson et al . ) within organic structures than in mechanistic structures.…”

Section: Ethics Influence and Leadershipmentioning

confidence: 99%

“…). Conversely, mechanistic structures seemed to be associated with transactional leadership (Shrivers‐Blackwell ; Singer and Singer ) and autocratic/bureaucratic leadership behaviors seemed to be quite effective in mechanistic structures (Dickson et al . ).…”

Section: Ethics Influence and Leadershipmentioning

confidence: 99%

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Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

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Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's () largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.

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Section: Ethics Influence and Leadershipmentioning

confidence: 57%

Section: Ethics Influence and Leadershipmentioning

confidence: 99%

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Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

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“…In this context, it may be instructive to explore how decision-making actors develop their understanding of financial risks. Such an examination needs to support a critique of current risk management practice within the constraints of organisational leadership, governance, culture and organisational structure (Shivers-Blackwell, 2006).…”

Section: Introductionmentioning

confidence: 99%

Leadership, governance and the mitigation of risk: a case study

Rooney

Cuganesan

2015

Managerial Auditing 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 study is to examine how managers in financial institutions satisfy themselves of the effectiveness of risk mitigation strategy and management control. It studies the co-opting of accounting tools within a single financial institution case study, examining the recursive and emergent characteristics of risk management practice. Design/methodology/approach -Adopting a field study approach within the strategy-as-practice perspective, the paper provides insights into the role of actor perceptions of risk and accounting as a calculative practice in the adaptive enactment of risk strategy. Findings -Results highlight the interactions between risk management strategy, management controls and actor interests at Lehman Brothers. The actions and reactions of risk management decision-makers such as Executive Committee and Board members are examined to better understand the role of accounting and leadership. Research limitations/implications -Results of this study may not be generalised beyond this single case study. Practical implications -The paper emphasises that concern for the social relations and the performative interests of actors in a risk management network needs to be understood and considered in accounting research. It is argued that the market prices of tradable financial asset will continue to be opaque without these insights. Originality/value -This study explores an under-researched topic in the accounting literature in examining how management controls are affected by and, in turn, affect risk strategising.

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“…Self-awareness is a fundamental element of emotional intelligence and is critical to our ability to communicate with and build relationships of trust with others (Goleman, 2006a, b;Whetten and Cameron, 2007). Individuals high in self-awareness are skilled at self-monitoring and in adapting their behaviors to relate effectively with others (Shivers-Blackwell, 2006).…”

mentioning

confidence: 99%