Changing Leadership in Changing Times II

Crevani, Lucia; Uhl‐Bien, Mary; Clegg, Stewart; By, Rune Todnem

doi:10.1080/14697017.2021.1917489

Cited by 11 publications

(6 citation statements)

References 36 publications

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“…The ability to lead is always being tested, as a leader is a leader in the most diverse environments of his or her life. He also adds that not adopting an inspiring and trustworthy stance in any environment means personality weaknesses, which is in line with the studies developed by Jaroliya & Gyanchandani [50] and Khan et al [51] in the organizational leadership field. In this sense, leading by example requires the leader to have a reliable and inspiring attitude, because their followers will analyze every detail of the leader's attitude and personality to draw the necessary inspiration to continue in the achievement of positive results.…”

Section: Discussionsupporting

confidence: 67%

“…Finally, the leaders' values should match those of the team so that leadership is by example. As acknowledged by Crevani et al [50], the current digitalization challenges caused by COVID-19 and the high competitiveness of markets on a global scale make leadership processes even more relevant. To lead is to know how to achieve results through people, even in contexts of change.…”

Section: Discussionmentioning

confidence: 99%

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Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Almeida

Espinheira

2022

Informatics

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Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation.

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Section: Discussionsupporting

confidence: 67%

Section: Discussionmentioning

confidence: 99%

Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Almeida

Espinheira

2022

Informatics

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“…However, the recommendations are not aimed at invalidating managers' preferred personality and style of communication but to reflect on the possible amendments they could introduce to the way they use the written mode and the email in addressing coworkers and subordinates to perform effective management/leadership. This is compatible with recent trends in developing managerial reflexivity training, where emphasis is put on exploring new pathways to effectiveness because of the need for constant changes and adaptations (Crevani et al, 2021). According to Dirani et al (2020), in times of crisis, new types of communications are needed and should be embraced by managing staff, to ensure that the objectives of the organization are met without compromising its human capital, namely, the safety and well-being of the employees.…”

Section: Discussionmentioning

confidence: 86%

Managing in Writing: Recommendations from Textual Patterns in Managers’ Email Communication

Molek‐Kozakowska

Molek-Winiarska

2022

Business and Professional Communication Quarterly

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This study draws from personality psychology and linguistics of written communication to explore the characteristics of self-selected well-written email communications (N=273) solicited from Polish managers who organized and supervised the (remote) work of their units during the COVID-19 period. The focus is on the writing of managers with above-average levels of conscientiousness and agreeableness, as these personality factors are predictors of efficacy in the completion of two work-related goals, Achievement and Communion, according to the Theory of Purposeful Work Behavior. The linguistic patterns responsible for effective email communication are identified through both automated and qualitative textual analyses of the email sample. The study has implications for management training via the assumption that linguistic patterns that a reflexive manager uses in writing are subjected to monitoring and can be modeled and adapted to. Specific recommendations for managerial writing styles concern informational, instructional, explanatory, feedback, and query messages.

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“…Beyond the oft-cited call for more research, what is particularly needed is research that is empirical. This is because, of the 1,707 publications that were excluded from this study, many were: commentaries; conceptual and rhetorical analyses of the performance of political leaders; personal accounts of COVID-19 experiences; or reflections on the leadership of those on the frontline ( 29 , 48 – 53 ). This suggests there is considerable opportunity for empirical research, particularly that which will help to clarify different approaches to lead teams and organizations during a pandemic.…”

Section: Discussionmentioning

confidence: 99%

Leadership During a Pandemic: A Lexical Analysis

Lopes

2022

Front. Public Health

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To manage pandemics, like COVID-19, leadership can enable health services to weather the storm. Yet there is limited clarity on how leadership manifested and was discussed in the literature during COVID-19. This can have considerable public health implications given the importance of leadership in the health sector. This article addresses this missed opportunity by examining the literature on leadership during a pandemic. Following a systematic search of nine academic databases in May 2021, 1,747 publications were screened. Following this, a lexical analysis of the results section was conducted, sourced from a corpus of publications across myriad journals. The results found a prevalence of references to “leader” as a sole actor, risking the perpetuation of a view that critical decisions emanate from a singular source. Moreover, “leadership” was a concept disconnected from the fray of frontline workers, patients, and teams. This suggests a strong need for more diverse vocabularies and conceptions that reflect the “messiness” of leadership as it takes shape in relation to the challenges and uncertainties of COVID-19. There is a considerable opportunity to advance scholarship on leadership via further empirical studies that help to clarify different approaches to lead teams and organizations during a pandemic.

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Changing Leadership in Changing Times II

Cited by 11 publications

References 36 publications

Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Managing in Writing: Recommendations from Textual Patterns in Managers’ Email Communication

Leadership During a Pandemic: A Lexical Analysis

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