Leadership of scientists and engineers: A three‐vector model

Robledo, Issac C.; Peterson, David R.; Mumford, Michael D.

doi:10.1002/job.739

Cited by 41 publications

(56 citation statements)

References 18 publications

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“…Most of the researchers deductively agreed that leadership can stimulate innovative work behaviour [15], [16]. Janssen [17] found evidence that employees responded more innovatively to higher level of job demands when they perceived that their efforts were fairly rewarded by their leader.…”

Section: A Relationship Between Leadership Practices and Innovative mentioning

confidence: 99%

“…Several research studies have proven that leadership has positive correlation with organisational climate [16], [22], [23], [31] [10], [15]- [17]. However, in these studies, the author found that the researchers were using different variables of leadership to test the relationship with organisational climate.…”

Section: B Relationship Between Leadership Practices and Organizatiomentioning

confidence: 99%

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Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

Noor¹,

Dzulkifli²

2013

IJSSH

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Abstract-Achieving innovative organization has been the utmost agenda in every business operations recently. Thus, there is a need for a greater understanding of the leadership and organizational climate effect towards innovative work behaviour in work settings, particularly in R&D which involves creativity and innovation activities. The aim of this paper is to explore the relationship between leadership practice and organizational climate effect and its mediating effect towards innovative work behaviour. Data from 125 R&D scientists of public agricultural agencies were used to assess leadership practices of their superiors, organizational climate and their innovative work behavior. Results suggested there was a significant relationship between organizational climate and innovative work behavior. This finding would enrich the previous studies across samples, criteria and settings. Implications of these findings are discussed.Index Terms-Innovative work behaviour, leadership practice and organizational climate.

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Section: A Relationship Between Leadership Practices and Innovative mentioning

confidence: 99%

Section: B Relationship Between Leadership Practices and Organizatiomentioning

confidence: 99%

Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

Noor¹,

Dzulkifli²

2013

IJSSH

View full text Add to dashboard Cite

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“…Mumford, Scott, et al () identify idea generation as a singular task and project development, feasibility studies, and market delivery as a group and organizational endeavor. Because of the encompassing nature of the work, Robledo, Peterson, and Mumford () posit a 3‐Vectors Model of Scientific Leadership. The scientist or engineer's role must traverse all three areas involving the individual technical work, the group, and the organization (Robledo et al, ).…”

Section: A Discussion Of the Literaturementioning

confidence: 99%

“…Because of the encompassing nature of the work, Robledo, Peterson, and Mumford () posit a 3‐Vectors Model of Scientific Leadership. The scientist or engineer's role must traverse all three areas involving the individual technical work, the group, and the organization (Robledo et al, ). Different skill sets are needed to navigate a new idea successfully from generation to market delivery.…”

Section: A Discussion Of the Literaturementioning

confidence: 99%

Social Identity Development and the Situation of Scientists and Engineers as New Leaders

Racine

2015

J of Leadership Studies

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The current study examined the retrospective experience of scientists and engineers as they became new unit leaders in science and engineering firms. The goal of the study was to propose a theory that would lead to a better understanding of how scientists and engineers can be successful in their evolution into new leaders. The evolution was considered in the context of Robledo, Peterson, and Mumford's (2012) 3‐Vectors Model to appreciate the situation in which new leaders in scientific and engineering firms find themselves. The evolution was then considered in the perspective of Social Identity Theory to understand the relational development of the scientist or engineer as a new leader. The theory that emerged was that without a sound understanding of both the situation and adaptation of a new sociotechnical identity, achieving success in the leadership role is, at best, uncertain. Identity development and situational understanding are both necessary to facilitate and expedite the transition of scientists and engineers into the new leadership role. The transition from staff‐level scientist to leader can be made more productive through individual and organizational action espoused herein. The implications reveal many aspects of importance for organizations, individuals, researchers, and educators in Science, Technology, Engineering, and Math (STEM) and similar technical disciplines.

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“…Although a number of models of EDM have been proposed-moral reasoning (Rest 1986), personsituation interaction (Trevino 1986), moral development (Kohlberg 1976), intuitionist (Haidt 2001), neurocognitive (Reynolds 2006)-the ethical sensemaking model may be particularly well suited for ethical problems faced in the sciences and engineering due to the nature of the problems faced in these domains. More specifically, scientists and engineers must operate in a sociotechnical context under conditions of tremendous autonomy (Robledo et al 2012). The ethical problems they face typically involve multiple stakeholders with competing concerns and even conflicting professional guidelines (Martinson et al 2005;Werhane 2002), and a number of alternatives could potentially be adopted to solve these problems .…”

Section: Sensemaking Approach To Ethicsmentioning

confidence: 99%

A Comparison of the Effects of Ethics Training on International and US Students

et al. 2015

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As scientific and engineering efforts become increasingly global in nature, the need to understand differences in perceptions of research ethics issues across countries and cultures is imperative. However, investigations into the connection between nationality and ethical decision-making in the sciences have largely generated mixed results. In Study 1 of this paper, a measure of biases and compensatory strategies that could influence ethical decisions was administered. Results from this study indicated that graduate students from the United States and international graduate students studying in the US are prone to different biases. Based on these findings, recommendations are made for developing ethics education interventions to target these decision-making biases. In Study 2, we employed an ethics training intervention based on ethical sensemaking and used a well-established measure of ethical decision-making that more fully captures the content of ethical judgment. Similar to Study 1, the results obtained in this study suggest differences do exist between graduate students from the US and international graduate students in ethical decision-making prior to taking the research ethics training. However, similar effects were observed for both groups following the completion of the ethics training intervention.

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Leadership of scientists and engineers: A three‐vector model

Cited by 41 publications

References 18 publications

Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

Social Identity Development and the Situation of Scientists and Engineers as New Leaders

A Comparison of the Effects of Ethics Training on International and US Students

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