The Impact of Structure and Corporate Ideology on Leader–Follower Relations in the Bureaucratic Organization: A Reflection on Moral Mazes

Kakavelakis, Konstantinos; Edwards, Timothy James

doi:10.1007/s10551-021-04919-9

Cited by 3 publications

(2 citation statements)

References 72 publications

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“…Hypothetically speaking, if any employee or a group of employees plans to steer the direction of the institution by significantly changing the internal systems, like turning banks operating on fractional reserve into a full reserve, or even just turning the bank into a microfinance bank, are likely to invite serious opposition from a variety of stakeholders 2 . Bureaucratic logic, therefore, is employed to transform individuals working within the system, even the top position in an institution, into the system's instruments, not the other way around (Kakavelakis & Edwards, 2022). This process of constraining individuals into specific domains begins during the process of education itself, as each person typically opts for a particular specialization, and subsequently acquires a corresponding position in the system (Spector, 2018).…”

Section: The Human-agency and The Institutional-structurementioning

confidence: 99%

“…Peter Theil, PayPal founder, Silicon Valley Billionaire, reportedly said recently that the economy is not responding to the climate crisis because it is being presented as a moral problem, the concerned must present it as a profit-making opportunity to the economy to expect some response. See, for example, https://www.ft.com/content/16d3a9c4aebd-11e9-8030-530adfa879c2, accessed on 17th Oct 2023 institution makes on the customers or the society as a whole (Bakan, 2020;Kakavelakis & Edwards, 2022). When someone's salary depends on doing something problematic, Upton Sinclair once said, it becomes hard for them to acknowledge if there is a problem with what they do (Sinclair, 1994).…”

Section: The Commodification Of the Sacredmentioning

confidence: 99%

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2023

J. Islam. bus. manag.

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Purpose:The paper explores the nature of modern institutions to see if Islamization movement sufficiently attempts to remove the obstacles which the structural design of modern institutions brings in the path to achieve the moral goals of Islamization movement. Methodology: The paper being theoretical in nature uses a conceptual and critical interpretative approach based on the analysis of extant literature from institutional history, philosophy, institutionalism, and more. Hollingsworth's framework of institutional analysis is used to integrate the literature and guide the theoretical analysis. Findings: The paper argues that an institutional design that constrains moral agency of individuals is incompatible with the goals of the Islamization movement. This is so because the goals are primarily moral in nature, therefore they necessitate exercising of moral-agency in full capacity. This is unlikely within the constraining nature of modern-institutional design. Originality/Value: There is negligible literature that attempts to evaluate the structural nature of modern-institutions from the perspective of their capacity to facilitate the Islamization-movement. The concerned Muslim intelligentsia is therefore invited to further explore how the modern-institutional-structure may be obstructing their goals to achieve socioeconomic justice in society.

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Section: The Human-agency and The Institutional-structurementioning

confidence: 99%

Section: The Commodification Of the Sacredmentioning

confidence: 99%

Untitled

2023

J. Islam. bus. manag.

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Authentic followership in Madurese Public Organization: The role of authentic leadership

Utomo,

Rosyidah

2024

E3S Web Conf.

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This study aimed to determine the influence of authentic leadership on authentic followership in public organizations in Madura. The dimensions of authentic leadership and authentic followership are self-awareness, balanced processing, relational transparency, and internalized moral perspective. Authentic leadership and followership are important for public organizations in Madura because they can help improve organizational performance. The authors conducted a survey study on 260 samples in a Madurese public organization. The characteristics of this research sample are that they have been members of the organization for at least 2 years and carry out a subordinate role. The research measuring tools used are the Authentic Leadership Inventory [ALI] and the Authentic Followership Scale. The results of this study suggest that the hypothesis is accepted, i.e., there is a significant influence of authentic leadership on authentic followership. In addition, authentic leadership has a substantial effect size on authentic followership. Authentic leadership influences authentic followership through 10 processes. These processes are role modeling, trust and psychological safety, value alignment, empowerment, feedback and development, authentic communication, encouragement of individuality, personal growth, ethical leadership, and shared vision and meaning. The implication of the results of this research is to develop the role of leaders in organizations so that they can become authentic leaders, which will impact followers. Suggestions for further research are to identify factors other than authentic leadership, which influence authentic followership.

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Asymmetries of responsibility in self-managing organization: Authoring shared and hierarchical control

Koistinen,

Vuori

2024

Leadership

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We studied change initiatives towards self-managing organization in five companies, focusing on changes in leader-follower relations. Our discursive analysis based on interviews of 18 middle-managers and 38 employees suggests that organizational members identify with different types of responsibilities depending on their organizational position. We grouped these responsibilities into four orientations – organizational, institutional, coordination, and individual/work – that involve both synergistic and antagonistic elements, reflecting a plurality of interests and organizational concerns. When the authority relations between ‘leaders’ and ‘followers’ were weakened in the case organizations, these asymmetries of responsibility pushed the authoring of organizational activities into divergent trajectories. Sometimes this divergence was perceived by managers as conflicting with the organizational or institutional responsibilities they identified with. Managers controlled this tension both by influencing their subordinates’ authoring normatively and by resorting to hierarchical control practices in situations and authoring arenas perceived as critical. This resulted in hybrid arrangements including both shared and hierarchical forms of control. Eventually, one of the companies remained in and another one reintroduced conventional hierarchical structures. Accordingly, we discuss our reservations regarding the emancipatory enthusiasm around shared forms of control, as the shared mode of control seems to ‘work’ as long as employee authoring is contained within managerial power and interests.

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The Impact of Structure and Corporate Ideology on Leader–Follower Relations in the Bureaucratic Organization: A Reflection on Moral Mazes

Abstract: This document is the author's post-print version, incorporating any revisions agreed during the peer-review process. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it.

Cited by 3 publications

References 72 publications

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Authentic followership in Madurese Public Organization: The role of authentic leadership

Asymmetries of responsibility in self-managing organization: Authoring shared and hierarchical control

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