Flexible Adaptation of Leader Behavior

Gerlach, Friederike; Rosing, Kathrin; Zacher, Hannes

doi:10.1027/1866-5888/a000274

Cited by 6 publications

(4 citation statements)

References 51 publications

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“…, 2024), ecosystem system design (Fu et al. , 2018) and innovation processes (Gerlach et al. , 2021).…”

Section: Cross-case Analysis and Discussionmentioning

confidence: 99%

“…For supply chain structure, we focus on the position of enterprises in SSCT, including SSCT leader and SSCT participant. The leader-participant structure has been considered in some fields including team management (Karg et al, 2023;Fabisch et al, 2024), ecosystem system design (Fu et al, 2018) and innovation processes (Gerlach et al, 2021). In this section, we explored through case analysis whether there is also a leader-participant structure in SSCT.…”

Section: Strategy For Ssctmentioning

confidence: 99%

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Strategy for sustainable supply chain transformation: a resource orchestration perspective

Yan,

Chen,

et al. 2024

IMDS

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PurposeWith the popularization of sustainable concepts, how to transform into a sustainable supply chain has received widespread attention in practice. Under this circumstance, this paper aims to propose a theoretical framework of sustainable supply chain transformation (SSCT) from a perspective of resource identification and utilization, investigates resources/capabilities that can be used to promote SSCT and explores how to use resources/capabilities to achieve SSCT effectively.Design/methodology/approachAn inductive multi-case analysis is applied to this paper. Four state-owned/non-state-owned enterprises from the manufacturing sector are selected as the research objectives, which are all leaders in the industry based on the 2022 China TOP 500 Enterprises Ranking. Meanwhile, to guarantee the diversities of enterprises, the four selected enterprises are respectively positioned in upstream and downstream of the supply chain.FindingsA theoretical framework of SSCT is proposed with following research findings: (1) Technology resources, facilities and equipment resources, and business process reengineering capability are the key resources/capabilities to promote SSCT. (2) From the supply chain structure perspective, there exists a leader-participant structure in SSCT. The enterprise with dominant resources/capabilities should actively transfer to a SSCT leader. From the supply chain function perspective, specific sustainability assessment indicators and special teams are two necessary settings for SSCT. From the supply chain lifecycle perspective, SSCT should be promoted in a phased manner and dynamically adjusted in each stage. (3) Digital transformation degree and enterprise ownership play a moderating role in the implementation of strategies.Originality/valueThis paper proposes a conceptual framework of SSCT based on the resource orchestration perspective, which provides decision support for enterprises in practice.

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“…, 2024), ecosystem system design (Fu et al. , 2018) and innovation processes (Gerlach et al. , 2021).…”

Section: Cross-case Analysis and Discussionmentioning

confidence: 99%

Section: Strategy For Ssctmentioning

confidence: 99%

Strategy for sustainable supply chain transformation: a resource orchestration perspective

Yan,

Chen,

et al. 2024

IMDS

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“…Concurrently, "closing leaders" employ "exploiting" aspects in followers' work processes and push followers to comply by taking corrective actions, establishing explicit standards, and monitoring goal attainment [27]. Also, reference [28] states that flexibility of leadership behaviors, both opening and closing tends to get people to think of new ideas more than a single leadership style.…”

Section: Background Theoriesmentioning

confidence: 99%

The Impact of Paradoxical Leadership on Public Sector Innovation Through Entrepreneurial Orientation and Goal Congruence

Nguyên¹,

Matsoukas²,

Lien³

et al. 2022

Proceedings of the International Conference on Research in Management &Amp; Technovation

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4While leadership and entrepreneurship are recognized as essential factors in influencing innovation, the extent to which the constructs are interconnected and dependent on the public sector contextual environment is less well understood. In response, this study examined how public managers' paradoxical leadership and entrepreneurial orientation interact with public employees' perceptions of innovation at different levels of their goal congruence. Informed by the theory of ambidextrous leadership, we created a moderated mediation model of the influence of paradoxical leadership on public sector innovation via entrepreneurial orientation and goal congruence. Survey results were gathered from 339 subordinate-supervisor dyads in 69 teams from public sector departments in Ho Chi Minh City, Vietnam. SPSS was used to analyze the data using PROCESS-Macro. The results showed that the relationship between paradoxical leadership and public employees' innovation was totally mediated by the entrepreneurial orientation of public organizations. It was also found that paradoxical leadership fosters entrepreneurial orientation when there is a high level of goal congruence team members. However, paradoxical behavior of managers still increases entrepreneurial orientation in public organizations though goal congruence is at the low level. Thus, whether the goal congruence at a high or low rate, public managers appear to stimulate entrepreneurship correspondingly. Significantly, this study recommends a new theoretical model of paradoxical leadership as a feasible strategy to be implemented in the public sector, which may help public employees be innovative in unpredictable publicworking situations. It is proposed that this research paradigm can be expanded to public organizations in cultural contexts comparable to Vietnam's.

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“… 1 Ambidextrous leadership, defined as the ability of flexibly switching between different but complementary leadership behaviors, 2 is currently raising scholars’ interest. 3 In the post-COVID-19 era, managers still inevitably need to balance various mutually exclusive needs, 4 such as expectation of high performance and consideration, and strict obedience requirement and flexible management. 5 Scholars suggest that effective leaders need to follow both/and thinking, adopt an ambidextrous leadership approach, and integrate multiple conflicts according to the specific situation.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective

Zhou,

Yu,

Meng

et al. 2023

PRBM

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Purpose The dynamic and complex external environment calls for leaders to be both benevolent and authoritarian to cope with the mutually exclusive demands in the management process. But few research paid attention to the dark side of leaders’ inconsistent behaviors on employees’ work outcomes. Based on social information processing theory, this study investigated the impact of authoritarian-benevolent leadership on subordinates’ work engagement and explored the mediating role of leader-member exchange ambivalence and the moderating role of trait mindfulness. Methods A two-wave time-lagged survey approach was employed and data from 309 employees from three Chinese companies were collected. R 4.2.1 and SPSS 26.0 were used to test our hypotheses. Results The findings demonstrated how subordinates were influenced in their work engagement by authoritarian-benevolent leadership and leader-member exchange ambivalence and emphasized the value of maintaining a high level of trait mindfulness. This study indicated that (1) authoritarian-benevolent leadership was negatively associated with work engagement, which was mediated by leader-member exchange ambivalence; (2) subordinates’ trait mindfulness moderated the relationship between leader-member exchange ambivalence and work engagement; (3) the indirect effect of authoritarian-benevolent leadership on subordinates’ work engagement through leader-member exchange ambivalence was moderated by subordinates’ trait mindfulness. Conclusion This study reveals the dark side of authoritarian-benevolent leadership and deepens our understanding of the mechanism underlying the effect of authoritarian-benevolent leadership on subordinates’ work engagement from a new theoretical perspective. Practical implications are provided for managers to effectively develop authoritarian-benevolent leadership skills and improve subordinates’ work engagement.

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Flexible Adaptation of Leader Behavior

Cited by 6 publications

References 51 publications

Strategy for sustainable supply chain transformation: a resource orchestration perspective

Strategy for sustainable supply chain transformation: a resource orchestration perspective

The Impact of Paradoxical Leadership on Public Sector Innovation Through Entrepreneurial Orientation and Goal Congruence

The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective

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