Road to employee commitment: the role of empowerment, leadership and culture

Thomas, Resmi Ann; Pentareddy, Sandhya; Suganthi, L.; Joy, Gemini V.; Anbuudayasankar, S.P.

doi:10.1504/ijbir.2018.093523

Cited by 6 publications

(4 citation statements)

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“…On the other hand, when referring to an interpretive tool to search and select consultant-shamans in organisations, besides corroborating the current controversy around the role of the shaman, i.e., where one inquires about its very existence (Joralemon, 1990), their authenticity (Peters and Price-Williams, 1980), and the ambivalence of their actions, which may not be as good as expected (Winkelman, 1990). We complement the previous findings of some authors that categorised, i.e., according to the techniques that shaman's use (Schuyt and Schuijt, 2008), their symbolic roles (Kaarst-Brown, 1999) and the tools they apply (Doore, 1988), and apply specific analysis techniques to understand shamans, i.e., from the qualitative focus of science (Gbadamosi, 2005), models (Schuyt and Schuijt, 2008;Thomas et al, 2018), phases (van Gennep, 2008 and archetypes (Wheeler, 2007) that serve as supports.…”

Section: Discussion With Other Authorssupporting

confidence: 58%

Transforming weaknesses into strengths through organisational shamans: the case of Colombian peace commissioner that signed the final agreement

Escobar-Sierra

Valencia

2021

IJBIR

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The aim of this paper is to propose a tool for organisational management based on the analysis and interpretation of shamans in organisations, defining organisational shaman as someone who perceives, predicts and manages the company's social and environmental health. To achieve this goal, we follow a mixed sequential methodology, i.e., quantitative and qualitative, that begins with the revision of the current status of the discussion about organisational shamans through a bibliometric analysis, and ends with a content analysis that serves to propose a conceptual tool to search and select a shaman. Once define the conceptual tool, we verified it in the case of the Colombian Commissioner for Peace, one of the negotiators of the peace agreement signed between the government and the armed group FARC-EP. To finally, understand how it has been possible to transform one of the country's weaknesses into strength, and how the consultant-shaman is jointly responsible for the results.

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Section: Discussion With Other Authorssupporting

confidence: 58%

Transforming weaknesses into strengths through organisational shamans: the case of Colombian peace commissioner that signed the final agreement

Escobar-Sierra

Valencia

2021

IJBIR

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“…Este conceito está intimamente ligado ao compromisso, que precisa capacitar estilos de liderança e uma cultura organizacional incorporando uma tolerância para erros (Thomas et al, 2018). Ademais, tem havido uma extensa pesquisa sobre como a liderança ética afeta a voz ativa dos funcionários ou pró-atividade (Cheng et al, 2019;Maurer et al, 2017).…”

Section: Vulnerabilidade Na Liderançaunclassified

A Cultura De Gestão Do Erro: Desafios À Liderança

Daehn¹,

Selig²

2023

Anais Do XII Congresso Internacional De Conhecimento E Inovação (ciKi)

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A crise gerada pela pandemia de Covid-19 confrontou muitos líderes com uma situação para a qual inexiste um plano comprovado ou fórmula disponível. Flexibilidade e positividade na liderança podem favorecer a cultura de gestão do erro, uma vez que possibilita a abertura e confiança para a aceitação e para a aprendizagem com o erro, gerando inovação. Por meio de uma revisão integrativa de literatura, o objetivo do estudo é investigar qual a função da liderança no processo criativo da equipe numa cultura de gestão de erro. Foi possível identificar que a liderança exerce função de suporte e incentivo à criatividade da equipe, favorecendo o processo de inovação, face à oportunidade de reflexão e construção conjunta de soluções. O papel do líder em seu estilo autêntico e humilde, ampara e favorece a cultura de gestão do erro em prol da criatividade e inovação, a partir do erro.

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“…As a result, leaders of today appear more like cultural-mediators (Northouse, 2018). The role of a leader is therefore complex, and it cannot be fulfilled on the basis of the ready-made formulas of management, rather it is founded on the basis of a social construction (Thomas et al, 2018), and open communication with people who construct, create and invent meanings that they give to encounters with others and their perceptions of their leaders (Brink, 2020).…”

Section: Digitalisation and Leadershipmentioning

confidence: 99%

A systematic literature review exploring the impact of digitalisation on leadership towards a new style of leadership

Habsi

Luo

Zighan

2022

IJBIR

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The literature shows that leadership and digitalisation has been mostly examined by consultancy firms and institutions in a pragmatic fashion and reveals that exploring the impact of digitalisation on leadership actions and behaviours is an important endeavour. This research took the form of a systematic literature review that contextualises the continuing discussion on the impacts of digitalisation on leadership style and behaviour. It aimed to establish how employees should be led in an increasingly digitalised business environment and to ascertain what skills and competences are needed to succeed. By systematically synthesising previous related literature, the study design consists of recognising relevant publications. It was found that technological developments have changed our social life in many ways, including leadership style and behaviour. It has been suggested that the next generation of leaders will need to develop strategic and conceptual thinking, will have to demonstrate high intellectual integrity and openness, but also find new ways to influence and generate loyalty among employees. Given the dominance of digital technologies, leadership has become a process of social influence, which is enhanced through the use of advanced information technology and managerial innovation and leadership transformation. Nevertheless, the new capabilities of digital leaders do not displace traditional leadership traits and skills. In fact, leadership in the future must combine traditional leadership competences with new competences that allow leaders to lead their organisations into the digital era.

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Road to employee commitment: the role of empowerment, leadership and culture

Cited by 6 publications

References 0 publications

Transforming weaknesses into strengths through organisational shamans: the case of Colombian peace commissioner that signed the final agreement

Transforming weaknesses into strengths through organisational shamans: the case of Colombian peace commissioner that signed the final agreement

A Cultura De Gestão Do Erro: Desafios À Liderança

A systematic literature review exploring the impact of digitalisation on leadership towards a new style of leadership

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