Leadership, behavioral context, and the performance of work groups in a knowledge-intensive setting

Carmeli, Abraham; Waldman, David A.

doi:10.1007/s10961-009-9125-3

Cited by 33 publications

(27 citation statements)

References 46 publications

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“…A rich body of literature has explored the engineering consulting sector, particularly from the Organization Studies (OS) perspective (Alvesson, 2000;Alvesson and Kärreman, 2004;Kunda, 2006;Carmeli and Waldman, 2009;Jennings et al, 2009;Whittington et al, 2009;Starbuck, 1992). However, special attention to this context with respect to corporate branding is scarce.…”

Section: Partnership and Incorporationmentioning

confidence: 99%

Engineering consultants' perceptions of corporate branding: A case study of an international engineering consultancy

Sheikh

Lim

2011

Industrial Marketing Management

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Section: Partnership and Incorporationmentioning

confidence: 99%

Engineering consultants' perceptions of corporate branding: A case study of an international engineering consultancy

Sheikh

Lim

2011

Industrial Marketing Management

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“…Carmeli and Waldman (2009) argue that leadership plays a vital role in communicating strategy and that without its existence the success of strategy would be inaccessible and the direction of operations would not be comprehended. Taking this into account the following hypothesis was formulated:…”

Section: Hypothesesmentioning

confidence: 99%

Investigating the expectations of business management students as future leaders regarding the influence of leadership on organisational strategy: A survey at a South African tertiary institution

Bornman

2017

Acta Commercii

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Orientation: Unpredictable technology changes challenge how organisations operate in the global competitive business environment. Organisational strategy needs to be flexible, a capability that is impossible to achieve without effective leadership.Research purpose: To investigate the expectations of first year undergraduate business management students at a South African tertiary institution towards leadership and to what extent leadership influences organisational strategy.Motivation for the study: The results of this study contribute towards: (1) providing insight as to how possible future business leaders are expected to behave in order to have an impact on organisational strategy, (2) providing a better understanding of upcoming leadership trends from future generations and (3) business leadership and organisational strategy’s interdependence.Research design, approach and method: Empirical research through a quantitative survey, distributed to 200 first year undergraduate business management students at a South African tertiary institution.Main findings: (1) That most important leadership style was transformational, (2) emergent strategies were preferred over deliberate strategies and (3) that leadership influence is important to have a successful overall organisational strategy.Practical and managerial implications: An outline of leadership conduct in terms of the expectations of possible future business leaders and that leadership had an influence on organisational strategy.Contribution or value added: If effective leadership training and development gets implemented on an early level (i.e. first year undergraduate studies), then future leaders might be able to develop their followers and inspire them to develop as leaders themselves, which could possibly create a longevity of leadership and organisational success.

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“…Norms that are specific to a local setting of people often elicit the highest levels of compliance (Reno, Cialdini, & Kallgren, 1993). Emotionally intelligent managers are able to set workplace norms that are accepted by the group because they can read the hearts and minds of the group, which enables them to express themselves in sensitive and supportive ways to the needs and moods of the group (Carmeli & Waldman, 2010;Wilk & Moynihan, 2005). According to George (2000George ( , p. 1046, such workplace norms will "generate strong feelings" among the employees, which are also being learned or adopted by observing the behaviors of their managers (Diefendorff & Richard, 2003;Smollan & Parry, 2011;Van Kleef, 2009).…”

Section: Store Cohesiveness Mediates Between Manager's Ei and Sales Bmentioning

confidence: 99%

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

Wilderom

Hur²,

Wiersma

et al. 2015

J. Organiz. Behav.

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SummaryThe relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the salesdirected behavior of their employees. Objective sales data were collected one month later for each store.No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or sociopsychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed. Van den Berg, & Wiersma, 2012). The present empirical field study addresses whether the emotional intelligence (EI) of managers is associated with the performance of their work units, a question that has been raised more in the literature than has been examined empirically (e.g., Humphrey, 2012;Kaplan, Cortina, Ruark, LaPort, & Nicolaides, 2014;Kluemper, DeGroot, & Choi, 2013;Rajah, Song, & Arvey, 2011;Walter, Cole, & Humphrey, 2011). The research rests, in part, on ample evidence that both managers and individual contributors who have EI are more effective at work (George, 2000;Gooty, Connelly, Griffith, & Gupta, 2010;Humphrey, 2002). We tested a model between the EI of work-unit managers and objective work-unit performance and show how two additional variables mediate this relationship. We are very grateful to the associate editor and the reviewers for their very helpful feedback. We also thank Richard Bandstra for his assistance with this paper.

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Leadership, behavioral context, and the performance of work groups in a knowledge-intensive setting

Abstract: Knowledge management, Work groups, Behavioral context, Leadership, Defense industry, D83, O32, M1,

Cited by 33 publications

References 46 publications

Engineering consultants' perceptions of corporate branding: A case study of an international engineering consultancy

Engineering consultants' perceptions of corporate branding: A case study of an international engineering consultancy

Investigating the expectations of business management students as future leaders regarding the influence of leadership on organisational strategy: A survey at a South African tertiary institution

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

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