Indirect leadership: a quantitative test of a qualitatively developed model

Larsson, Gerry; Sjöberg, Misa; Nilsson, Sofia; Alvinius, Aida; Bakken, Bjørn Tallak

doi:10.1108/01437730710835489

Cited by 9 publications

(11 citation statements)

References 10 publications

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“…A few of the individual's antecedent factors are also consistent with the model of indirect leadership developed by Larsson et al (2007). Specifically, the leader's need to build a positive organizational image for their leadership role inside and outside of the organization.…”

Section: Discussionsupporting

confidence: 53%

Smooth power: identifying high-level leadership skills promoting organizational adaptability

2021

DLO

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Purpose The purpose of this research is to gain deeper understanding of the leadership skills that are important to enhance adaptability in a hierarchical organization together with the antecedent factors that influence the potential development of these sets of skills. Design/methodology/approach This is a qualitative research design applying grounded theory to investigate the specific skills of military senior officers and their interactions. Semi structured interviews were conducted and analyzed. Military organizations are hierarchical which may act against informal networking. Adaptability is however essential especially in emergency situations. Findings The organizational smooth power consisted of structural smoothness, emotional smoothness and relational smoothness. Four distinct superior categories emerged from the data: the professional background of the leader, professional name-branding, contextual appraisal and organizational smooth power. Research limitations/implications The authors advise that while it can be hypothesized that other organizational context may show similar behaviors, this would have to be tested by further research. Further research would be required to explore the generalizability of these finding to other parts of the world and to contexts other than the military. The authors do not claim to have captured all the relevant factors and the model developed by this research should be regarded as preliminary. Practical implications This research has practical implications for the recruitment and retention of personnel for senior military posts. It also has implications for leadership development initiatives and increasing both awareness of and skills in smooth power. Originality/value Previous research had not identified the specific skills needed to achieve the organizational adaptability necessary to meet the changing demands of the environment. While previous research has indicated that building networks and relationships are important it has not specified the skill set necessary for leaders to do so effectively. Thus, this research has originality and value and it also opens ways forward in future research.

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Section: Discussionsupporting

confidence: 53%

Smooth power: identifying high-level leadership skills promoting organizational adaptability

2021

DLO

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“…Brunelle's (2013) research with mobile workers describes their work context as one in which managers must be able to influence subordinates by means of asynchronous, remote communications rather than rely upon face-to-face interactions. Transformational leadership, which involves communicating a vision, creating meaning, empowering employees, and delegating, improves teleworkers' mental representations of effective behaviors to be adopted and facilitates teleworkers' identification with the organization and/or with their manager (Larsson, Sjöberg, Nilsson, Alvinius, & Bakken, 2007). Using a transformational leadership style may therefore enable managers to compensate for the potentially negative effects of distance on teleworkers' job-related attitudes (Brunelle, 2013).…”

Section: Communicationmentioning

confidence: 99%

Telework

Beauregard¹,

Basile²,

Canonico³

2019

The Cambridge Handbook of Technology and Employee Behavior

121

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This chapter reviews current research on telework. We first examine the literature on telework and job performance, job attitudes, and professional isolation, before reviewing the outcomes of telework on employee well-being as characterized by stress and work-life balance. We then turn our attention to factors that contribute to a successful telework experience: characteristics of the job, characteristics of the employee, and characteristics of the employee's manager(s). We also identify the key role of technology support in influencing many of the established outcomes of and contributors to telework. Finally, we discuss the gaps in our knowledge of telework's repercussions for employees and organizations. We conclude by identifying the implications of what we do know for theory and practice. To maximize positive outcomes, we recommend evidence-based guidelines for organizations with regard to 1) selecting and preparing employees for telework, and 2) managing their use of this flexible work practice.Flexible work practices refer to mutual arrangements made between employers and employees that vary the hours and location of work, often with the dual aim of improving employees' work-life balance and meeting the organization's needs (Thompson, Payne & Taylor, 2015). Telework is one such arrangement, which involves working away from the office for a portion of the work week while keeping in contact via information and communications technology (ICT) (Allen, Golden & Shockley, 2015). It can be used simultaneously with other flexible work arrangements, such as flexible hours and part-time work. Telework is usually conducted from a location of the employee's choosing (e.g., home) and can thus be differentiated from remote work, which more often takes place at different business units or while travelling for business purposes.One acknowledged difficulty in drawing any firm conclusions about the impact of telework is that studies of this work arrangement appear in numerous disciplinary literatures: management, human resource management, industrial relations, psychology, family studies, sociology, information systems, logistics, and operations, for example. For the purposes of this chapter, which is attempting to identify individual-level factors that facilitate or hinder the telework experience, we will be drawing upon each of these literatures but focusing primarily upon those relevant to interpersonal processes rather than organization-level systems. Outcomes of TeleworkOutcomes of telework manifest themselves in a number of different ways. We will first examine work-related outcomes in the form of job performance, job attitudes, and professional isolation. Following this, we will review the effects of telework on well-being, in the form of stress and work-life balance. 19.

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“…When employees cannot rely on supervisor or peer support to deal with political games, they may suffer a limited understanding of the source or reasons for such decision making (Bass & Riggio, 2006). Because organizational decision making is not transparent, they likely fear that they will be unable to meet formal work obligations (Chen et al, 2012;Larsson, Sjöberg, Nilsson, Alvinius, & Bakken, 2007), which reduces the likelihood that they take on additional, voluntary activities. Employees' ability to draw from their personal resilience then should be particularly useful for addressing the performance harms of POP (Abbas et al, 2014).…”

Section: Hypothesis 4: the Negative Relationship Between Employees' Pmentioning

confidence: 99%

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

Clercq

Belausteguigoitia

2017

Journal of Management & Organization

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Organizational politics and OCB 2Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (7,352 words) AbstractBased on the job demands-resources model, this study considers how employees' perceptions of organizational politics (POP) might reduce their engagement in organizational citizenship behavior (OCB). It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between POP and OCB. Data from a Mexican-based manufacturing organization reveal that POP reduces OCB, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience.The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among POP, resilience, and transformational leadership.These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.

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Indirect leadership: a quantitative test of a qualitatively developed model

Cited by 9 publications

References 10 publications

Smooth power: identifying high-level leadership skills promoting organizational adaptability

Smooth power: identifying high-level leadership skills promoting organizational adaptability

Telework

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

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