Leadership Misplacement: How can this Affect Institutions of Higher Education?

Wang, Victor C. X.; Sedivy-Benton, Amy L.

doi:10.1002/nha3.20148

Cited by 8 publications

(8 citation statements)

References 20 publications

(19 reference statements)

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“…Organizational cronyism is especially rampant in public sector in collectivist cultures, such as in Pakistan (Turhan, 2014), and higher education institutions are no exception (Hill, 2015; Wang and Sedivy-Benton, 2016). Higher education institutions in Lahore employ nearly 4,500 faculty in tenured/tenure-track positions housed in 413 departments.…”

Section: Methodsmentioning

confidence: 99%

Does organizational cronyism undermine social capital? Testing the mediating role of workplace ostracism and the moderating role of workplace incivility

Jawahar

Bilal

Fatima

et al. 2021

CDI

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PurposeThe purpose of this study was to test the mediating influence of workplace ostracism in the relationship between organizational cronyism and social capital. In addition, the authors posited that workplace incivility would interact with cronyism to directly influence social capital, and indirectly through its effect on workplace ostracism.Design/methodology/approachUsing data collected in four waves, with a time interval of six weeks between each wave, from 358 university faculty members, the authors used the PROCESS macro to test the proposed moderated mediation model.FindingsResults indicated that workplace ostracism mediates the influence of organizational cronyism on social capital, and that workplace incivility interacts with cronyism to influence social capital directly, and indirectly through its effect on workplace ostracism.Originality/valueMost studies of social capital are theoretical. The few empirical studies have focused on factors that contribute to social capital and virtually no research exists on factors that undermine social capital. Based on the premise that negative interpersonal relationships are far more powerful in explaining outcomes relative to positive interpersonal relations and the notion that “bad is stronger than good,” the authors draw on social exchange theory and the norm of negative reciprocity to test a moderated mediation model and identify a mechanism and the condition under which social capital is undermined. The results have important implications for theory, research and practice.

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Section: Methodsmentioning

confidence: 99%

Does organizational cronyism undermine social capital? Testing the mediating role of workplace ostracism and the moderating role of workplace incivility

Jawahar

Bilal

Fatima

et al. 2021

CDI

View full text Add to dashboard Cite

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“…Wang and Sedivy‐Benton () argue that faculty who excel in the traditional roles of teaching, research, and service are often promoted to administrative positions despite having no knowledge of the roles and responsibilities of these positions or any understanding of leadership. The administration's view is individuals who excel in their faculty roles will make good leaders.…”

Section: So It Makes Me Wonder About What a University Gains By Promomentioning

confidence: 99%

“…Wang and Sedivy‐Benton () and Rose, Shuck, Twyford, and Bergman () discuss the skills of a leader as something that can be learned. If the leader does not learn leadership skills the damage they can inflict is great.…”

Section: So It Makes Me Wonder About What a University Gains By Promomentioning

confidence: 99%

See 1 more Smart Citation

A Reflection on Dysfunctional Leadership and Leadership Misplacement

Rocco

2016

New Horizons in Adult Education and Human Resource Development

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Recently I was asked to write a piece on authentic leadership and disability. Until this invitation came to me I had not reflected much on leadership theories or practice. In fact, I thought of good leaders as people who listened to subordinates and who were invested in helping subordinates achieve their goals, were inclusive in thought and action, and completed tasks that moved the organization forward. This caused me to reflect on the administrators who should be leaders in the higher education institutions with which I have experience. Most of my reflections focus around the leadership personality as demonstrated through (non)ethical decision making, (non)respectful interactions with faculty, (non)consideration of student perspectives, and a (lack of) sound work ethic.

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“…The landscape of today's higher education institutions (HEI) has changed and become increasingly multifaceted since the turn of the twenty-first-century, making it essential for colleges and universities to develop and hire savvy individuals who can effectively carry out change initiatives and lead faculty, staff, and stu-dents (Gigliotti & Ruben, 2017;Wang & Sedivy-Benton, 2016). As detailed in related literature, leaders can improve key factors such as employee job satisfaction and commitment by understanding and catering to the preferences of their followers, a viewpoint that is underrepresented in existing leadership research (Alonderiene & Majauskaite, 2016;Lussier & Achua, 2012;Northouse, 2015).…”

Section: Introductionmentioning

confidence: 99%