Burns, Senge, and the Study of Leadership

Reid, W. Michael; Dold, Claudia J.

doi:10.4236/ojl.2018.71006

Cited by 12 publications

(6 citation statements)

References 197 publications

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“…To more emphasize, leaders who adopt transformational leadership tend to show confidence, trust and respect to their followers and influence them to enthusiastically work toward better organizational outcomes (Saima, 2018). Transformational leaders also focus on teams' talents and agility as productive, innovative and creative members are capable to acquire skills, better adapt and thus can avoid work-related troubles (Reid, 2018). By developing an engaging and inspiring relationship, subordinates are motivated to show their appreciation, loyalty, trust and obedience to their leaders while voluntarily fulfilling their respective tasks (Shrestha, 2019).…”

Section: Types Of Leadership Stylesmentioning

confidence: 99%

How leadership styles influence organizational outcomes: an empirical study in Vietnamese SMEs

Selvarajah

Nguyễn

et al. 2021

IJOEM

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PurposeThe purpose of this paper is to investigate the impact of leadership styles on different organizational outcomes and value structure such as: overall business performance, working style, motivation and trust of employees, management efficiency and corporate culture in the context of Vietnamese small and medium enterprises (SMEs).Design/methodology/approachThe authors perform a qualitative analysis and gather data by conducting conversational semi-structured interviews with 51 SME managers from different industries. Data were analyzed using a step-by-step approach following Creswell.FindingsThe study explores the effects of leadership styles on various organizational outcomes. Given the features of SMEs, it sheds light on the significance of leadership styles in changing work environment, increasing staff retention, and promoting the viability of SMEs. It also discusses the selection of leadership styles in accordance with Vietnamese culture.Practical implicationsThis study has practical implications on human resource management in the context of SMEs. SME managers, training providers and support agencies may utilize the research outcomes to raise the awareness of SMEs leaders. Based on the research findings, appropriate training programs should be developed to assist managers in tackling major problems.Originality/valueAlthough several previous studies have tried to investigate the influence of leadership styles on organizational outcomes, this is the first research to explore the topic in the context of SMEs and in conjunction with the Vietnamese culture.

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Section: Types Of Leadership Stylesmentioning

confidence: 99%

How leadership styles influence organizational outcomes: an empirical study in Vietnamese SMEs

Selvarajah

Nguyễn

et al. 2021

IJOEM

View full text Add to dashboard Cite

show abstract

“…Among these, transactional leadership theory emphasizes leadership through incentives and disincentives (White, 2011). In this approach, the leader and subordinates have a value exchange relationship, where the organization benefits from the employees' labor and loyalty, and employees are compensated for their work and provided with developmental resources (Reid & Dold, 2018). While transactional leadership has some effectiveness and fairness, it does not fully align leaders and followers with the same goals, nor does it foster sustainable development.…”

Section: The Definition Of Leadershipmentioning

confidence: 99%

Authentic Leadership; Origins and Foundations: A Review of Literature

Jiewen,

Binti Ahmad,

Xiaoyang

2024

IJARPED

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“…Senge’s is, however, still a very current model and is still often cited in relevant journals. Reid and Dold (2018) and remains influential (Bui, 2020). The focus on organization makes it a suitable candidate for a discussion of the Nordic model, which is also referring to processes beyond individuals.…”

Section: Paths Between the Nordic Model And Organizational Learningmentioning

confidence: 99%

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

Tryding¹

2022

TLO

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Purpose The purpose of this study is to explore how current trends in organization – government regulation, authoritarian governance and digitalization acts specifically to stop relevant change of a Nordic model. These trends unfold in organizational contexts by revoking mandates, stopping information sharing and eroding trust. When these elements of what is often seen as core characteristics of different Nordic models are hindered, this also means that change is stoked, such as it is understood by organizational learning theory. Hopefully, this more conceptual analysis can inspire fieldwork. Design/methodology/approach This viewpoint article investigates how recent trends may act in the ability of a Nordic model to change and remain relevant. Core elements of the abstract concept of a Nordic model are defined. These elements are related to organizational learning. In as far as the Nordic model can be seen as capable of organizational learning, it may be able to develop and change in response to external influence. Examples of current trends in society are presented. It is found that these new current trends act on the ability of the Nordic model to change. This poses an existential threat to the longevity of that model. Suggestions for further work is included. Findings The paper finds that core elements of the Nordic model are influenced in such a way that the ability of the model to work as learning organizations (at least in the sense of Senge’s theory) is inhibited or even prohibited. The way this unfolds in principle may inform choices for fieldwork. Research limitations/implications A major limitation of this topic is that it discusses emerging changes that have only recently become apparent in the Nordic countries. The number of cases is yet limited and recent. This is why more conceptional approaches might be useful. Practical implications The digital realm is changing society, and this change has been catapulted by the pandemic. This may impact on how Nordic organizations are able to deliver on the purposes of co-decision legislation, how organizational culture based on “Nordic” values such as trust (as defined by the WVS), information sharing and mandate can develop, how organizations that abstain distributed information and mandates are able to adapt. Social implications Recent (2020) estimates indicate that between one in three and one in two jobs will be directly impacted in the Nordic countries. This is likely to have implications, but the nature of these is still under debate. This paper points to the possibility that core values and ways to deliver productivity may be challenged. Originality/value The originality lies in linking some core elements of different versions of a very abstract construct (“a Nordic” model) to one specific theory of organizational learning (in this example, Senge). This allows for a discussion about how societal change may be relevant specifically for the ability of Nordic model(s) to change. The discussion is current as the chosen trends are all recent phenomena in Nordic society.

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Burns, Senge, and the Study of Leadership

Abstract: James MacGregor Burns and Peter Senge have been two of the most influential writers on leadership over the past 40 years. This paper is based, in part, on

Cited by 12 publications

References 197 publications

How leadership styles influence organizational outcomes: an empirical study in Vietnamese SMEs

How leadership styles influence organizational outcomes: an empirical study in Vietnamese SMEs

Authentic Leadership; Origins and Foundations: A Review of Literature

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

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