Taking the Leadership Role: Understanding Leadership Across Team and Organizational Boundaries in View of the Changing Employment Relationship

Abstract

Contemporary knowledge workers cooperate more and more in multiple, temporary, and often virtual teams with peers within and across organizational boundaries. The growing involvement of multiple actors inside and outside organizations has severe implications for how the employment relationship is managed. In the current article it is argued that leadership is becoming not only increasingly distributed but also diffuse. Leadership is no longer “what those in leadership positions do,” but refers to a process by which one or more actors stimulate themselves and each other in order to pursue values, goals, and objectives. Whoever takes on a leadership role, needs to understand the way actors can be motivated and energized to address future needs and requirements in organizations. Building on insights from human resource management, leadership, and organizational behavior literature, how multiple actors are stimulated to take on their leadership roles in order to foster salient outcomes for multiple parties is explored in the current article.

Innovative Management Strategies in Contemporary Organizations: A Review: Analyzing the Evolution and Impact of Modern Management Practices, With an Emphasis on Leadership, Organizational Culture, and Change Management

“…The role of leadership in contemporary organizations is increasingly complex and multifaceted, adapting to the changing dynamics of the modern workplace. Coun, Peters, and Blomme (2019) explore the concept of leadership across team and organizational boundaries, emphasizing the shift towards distributed and diffuse leadership. This shift reflects the changing employment relationship and the need for leaders to stimulate and energize multiple actors to pursue organizational goals and objectives.…”

Gesundheitsförderung in virtueller Teamarbeit durch gesundheitsorientierte Führung

“…Hierzu zählen Beschleunigung, Komplexität, fehlende Benutzerfreundlichkeit, Unterbrechungen, eine Omni-und Dauerpräsenz, ein Kommunikationsrauschen durch IKT sowie eine Unzuverlässigkeit durch technische Probleme [29]. Die Veränderungen der flexibilisierten Arbeitswelt beeinflussen auch die Einflussmöglichkeiten von Führung [40] und stellen erhöhte Anforderungen an virtuelle Führungskräfte [1,5,16,34,42].…”