“Why did I do this?”: Understanding leadership behavior through a dynamic five‐factor model of leadership

Seiler, Stefan; Pfister, Andres

doi:10.1002/jls.20122

Cited by 24 publications

(22 citation statements)

References 36 publications

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“…The link to reality can be established by using professionally relevant moral dilemmas such as conflict situations that may occur in a soldier's or commander's professional life. Decision-making in the professional environment is often highly contextual (Seiler & Pfister, 2009) and therefore the focus should not only be on the general moral judgment but on the actual situation as well (Oser, 1998). Although moral intensity can never be ideally simulated in trainings, dilemmas that are linked to reality should be preferred over hypothetical dilemmas.…”

Section: Developing Moral Perceptionmentioning

confidence: 98%

“…Whenever an individual's well-being is directly or indirectly influenced by another's decision, the decision-making process inevitably involves a moral evaluation of the presenting issue. The mental processes and social interactions that occur during the decision-making process differ from situation to situation according to situational circumstances (Seiler & Pfister, 2009). For example, individuals who are under time pressure and do not have much time to analyze the problem in depth may utilize different processes compared to those who have sufficient time for an exact framing and definition of the nature of the problem.…”

Section: Toward An Understanding Of Moral Decision Making In Professimentioning

confidence: 99%

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An Interactional Dual-Process Model of Moral Decision Making to Guide Military Training

Seiler

Fischer

Ooi

2010

Military Psychology

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We presented a holistic model of moral decision making known as the interactional dual-process (IDP) model of moral decision making. The IDP model provides a systematic description of the complex process of moral decision making, integrating findings from the fields of moral reasoning, moral intuition, and social interaction. Implications for military training interventions in moral decision making are presented and discussed.Military personnel are often confronted with morally challenging situations. Actions taken in such situations may have far-reaching consequences on the conscience of the decision maker, the well-being of the recipient, the credibility of the organization, and the success of the mission. Examples from incidents involving the abuse of prisoners in Abu Ghraib in Iraq and the UN sex scandal in Congo or the Haditha Incident in Iraq highlight the importance of the moral dimension in military decision making. The underlying questions after the disclosure of an incident are always the same: How could this happen? How could an individual/a group of people engage in such behaviors? And what can be done to prevent such failures in moral decision making? Similar questions have also emerged in the fields of business (e.g., managerial misconduct and power abuse), medicine (e.g., patient mistreatment), and re-

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Section: Developing Moral Perceptionmentioning

confidence: 98%

Section: Toward An Understanding Of Moral Decision Making In Professimentioning

confidence: 99%

An Interactional Dual-Process Model of Moral Decision Making to Guide Military Training

Seiler

Fischer

Ooi

2010

Military Psychology

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“…Theories about leadership range from seeing it as a stable individual trait (e.g., Kirkpatrick and Locke 1991), a set of skills that can be acquired (e.g., Mumford et al 2000) or a complex interaction between the individual, the context and the rest of the team (e.g., Seiler and Pfister 2009). More recently, the idea of leadership has been expanded to consider the ideas of distributed and joint leadership (e.g., Avolio et al 2009;Li et al 2007;Spillane 2005).…”

Section: Introductionmentioning

confidence: 99%

Different leaders: Emergent organizational and intellectual leadership in children’s collaborative learning groups

Mercier

Higgins

Costa

2014

Intern. J. Comput.-Support. Collab. Learn.

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This paper presents two studies that examine emergent leadership in children's collaborative learning groups. Building on research that finds that leadership moves are distributed among group members during learning activities, we examined whether there were patterns in the distribution of moves, resulting in different types of emergent leaders in groups. Study one examines individual groups working with a teacher, on the same task either with paper or multi-touch tables. Study two examines groups of students in a multi-touch classroom. Results from study one indicated that the leadership was distributed among the students; the distributions aligned with classifications of intellectual leadership moves and organizational leadership moves for about half of the groups. There were no differences in emergent leadership between the multi-touch and paper conditions. These results were explored in more detail in a multi-touch classroom study, exploring emergent leadership in 22 groups of students across six classes. Again, leadership was distributed among group members, and specific roles of intellectual and organizational leader, taken on by two different students, could be identified in half of the groups. These results suggest that attention should be paid to how students are engaging in collaborative learning tasks to ensure all students participate in the intellectual as well as organizational demands of the task. Additionally, the pattern of the distribution of roles suggests that care should be taken to specify behaviors if the role of leader is assigned to collaborative groups.

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“…They usually have more rigor and managerial value compared to others (D'Aveni and Gunther, 1994;Dickson et al, 2001;Hong and Mallorie, 2004;Kettl, 2005;Doz and Kosonen, 2008;McKenzie, 2009;Seiler and Pfister, 2009;Vaughn et al, 2009;Cosenz, 2010;DeRue and Workman, 2012). However, this approach is not very common in the management literature.…”

Section: Dynamic Management Studiesmentioning

confidence: 99%

The specificity and typology of dynamic management studies

Nicolescu

2014

Journal of Organizational Change Management

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Access to this document was granted through an Emerald subscription provided by emerald-srm:368933 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper aims to analyse typology of dynamic management studies and their specificity. Design/methodology/approach -The study analyses more than 200 studies published in English, French and Romanian management literature in the last 15 years. The data analysis follows a qualitative methodology. Findings -The study provides: four classifications of the dynamic managerial approach and their specificity; and the main advantages and limits of dynamic management analysis. Research limitations/implications -Further research should use the classifications, advantages and limits identified to investigate certain dynamic management analyses and formulate conclusions and recommendations for better dynamic managerial analysis. Practical implications -The paper highlights the specificity of different types of dynamic management analyses, that are often underestimated by researchers, professors, managers, students etc. The findings could be used by management practitioners to better understand the management evolution and performance of different organizations, to elaborate company strategy and policy, to change organizational culture a.s.o. Social implications -The increasement of social evaluation and prognosis quality. Originality/value -In the international management literature, the paper provides the first classification of dynamic management studies and their specificity and the synthesis of the main advantages and limits of dynamic management studies for both management theoreticians and practitioners. These elements are useful to increase the value of dynamic management studies and to improve management practices in organizations.

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“Why did I do this?”: Understanding leadership behavior through a dynamic five‐factor model of leadership

Cited by 24 publications

References 36 publications

An Interactional Dual-Process Model of Moral Decision Making to Guide Military Training

An Interactional Dual-Process Model of Moral Decision Making to Guide Military Training

Different leaders: Emergent organizational and intellectual leadership in children’s collaborative learning groups

The specificity and typology of dynamic management studies

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