Carrot or stick? The impact of paternalistic leadership on the behavioral integration of top management teams in megaprojects

2020 ◽  
Vol 13 (5) ◽  
pp. 937-960 ◽  
Author(s):  
Jingyuan Wan ◽  
Yun Le ◽  
Ge Wang ◽  
Nini Xia ◽  
Xiaoxue Liu
Keyword(s):  
Leadership Styles ◽  
Top Management Teams ◽  
Management Teams ◽  
Moral Leadership ◽  
Top Management ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Behavioral Integration ◽  
Benevolent Leadership ◽  
The Impact

PurposeFollowing the call to explore what leadership theory could be applicable in temporary organizations, the purpose of this study was to develop an integrative model linking the effects of paternalistic leadership styles (i.e. authoritarian, benevolent and moral) on the behavioral integration (BI) of top management teams (TMTs) in megaproject settings.Design/methodology/approachThe performance of the research model was tested based on empirical data collected from a sample of 43 megaproject TMTs.FindingsThe results show that the moral leadership style can significantly stimulate the BI of TMTs, whereas authoritarian leadership has a negative impact and benevolent leadership has no significant impact. Furthermore, trust in leader plays a partial mediating role between paternalistic leadership and BI, and the power distance value of TMT positively moderates the links between authoritarian and moral leadership styles and BI.Research limitations/implicationsThe TMT sample was drawn from China's megaprojects, most of which have global influence (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), but the sampling approach limits the generalizability of the research findings to other contexts.Originality/valueThis study introduces the concept of BI into the realm of megaproject management and provides a novel perspective (i.e. paternalistic leadership) for exploring its antecedents. The findings, therefore, contribute to the literature by broadening the megaproject management research with a microfoundation perspective and by extending the extant paternalistic leadership in the context of temporary organizational settings.

Antecedents of relationship conflict in top management teams

2014 ◽  
Vol 25 (2) ◽  
pp. 124-147 ◽  
Author(s):  
Carmen Camelo-Ordaz ◽  
Joaquin García-Cruz ◽  
Elena Sousa-Ginel
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Relationship Conflict ◽  
Top Management ◽  
New Approach ◽  
Content Type ◽  
Behavioral Integration ◽  
Measurement Analysis ◽  
And Behavior ◽  
Relationship Of

Purpose – The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration. Design/methodology/approach – Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used. Findings – The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration. Research limitations/implications – It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context. Originality/value – Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.

Gender in top management research

2014 ◽  
Vol 37 (6) ◽  
pp. 538-552 ◽  
Author(s):  
Heike Mensi-Klarbach
Keyword(s):  
Gender Stereotypes ◽  
Gender Diversity ◽  
Empirical Work ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Biological Traits ◽  
Content Type ◽  
Individual Variables ◽  
The Impact

Purpose – The purpose of this article is to offer a multi-layered approach to gender topics in top management team research. Design/methodology/approach – Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory. Findings – The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not take into account gender and diversity theories, but simply reproduces gender stereotypes. As a result, a framework is presented that takes societal, organizational, group and individual variables into account to understand the impact of gender in top management positions. Research limitations/implications – The paper is a conceptual paper aiming at enriching scholarly work on gender and top management teams by considering several potentially gendered processes on different layers: society, organizations, groups and individuals. Originality/value – This concept is the first to offer a fresh perspective on the intensively researched topic of gender and performance in top management. By overcoming the stereotypical view that the contributions of female and male managers are inherently different, the paper aims to enrich the scholarly debate on relevant top management characteristics, and furthermore ensure that discriminatory ascriptions to female and male managers are not reproduced through academic work.

The glue that holds an organization together: building organizational vision with top management teams

2018 ◽  
Vol 32 (6) ◽  
pp. 1-4
Author(s):  
Frank Lattuch ◽  
Patricia Dankert
Keyword(s):  
Organizational Development ◽  
Design Methodology ◽  
Case Analysis ◽  
Shared Vision ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Shared Understanding ◽  
Organizational Vision ◽  
Content Type

Purpose Top-management teams often have no shared understanding of the organizational vision, or they find it unhelpful for decision-making due to its vague and uninspiring style. The purpose of this paper is to test a theory-based workshop to effectively develop a shared vision for organizational development and learning. Design/methodology/approach Based on the Collins and Porras (2008) vision framework, the authors tested a workshop design with top management teams. Findings The outlined vision workshop is a useful tool to develop a shared organizational vision in a systematic way. Originality/value This paper provides a practical approach to vision building that is relevant and shared by top management teams. Lessons drawn from the case analysis provide insights into the means by which organizations can shape their development through a compelling, guiding force.

Paternalistic leadership style, employee voice and creativity among entrepreneurs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Maqsood Memon ◽  
Naimatullah Shah
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Organizational Issues ◽  
Benevolent Leadership ◽  
Relationship Of ◽  
The Impact

PurposeIn today's world, employee voice has become an important factor in resolving organizational issues and making innovativeness. Therefore, this study proposes to investigate the paternalistic leadership style, employee voice and creativity among entrepreneurs of Pakistan.Design/methodology/approachThis study employs a cross-sectional study design in which a survey questionnaire is employed to collect the data from the respondents. After data cleaning and screening, in total 416 suitable samples are proceeded for data analysis.FindingsStructural equation modeling findings underlined as a positive and significant relationship of moral leadership with employee voice. Hence, this study found an insignificant relationship of authoritarian, benevolent leadership with employee voice. Further, the study also finds a positive and significant association between employee voice and creativity.Practical implicationsThis study may offer a thoughtful and systematic approach to employee voice and creativity for resolving organizational issues through recommendations/opinions of employees. This study may be helpful for addressing issues by bringing out creativity and innovation to achieve organizational goals and objectives.Originality/valueThe study is the first to investigate the impact of paternalistic leadership style on employee voice. Besides, it examines the influence of employee voice on creativity among entrepreneurs of Pakistan.

The impact of the top management teams’ knowledge and experience on strategic decisions and performance

2016 ◽  
Vol 23 (4) ◽  
pp. 504-523 ◽  
Author(s):  
Peng-Yu Li
Keyword(s):  
Positive Association ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Foreign Countries ◽  
And Performance ◽  
The Impact ◽  
The Relationship

AbstractThis paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

Spare the rod and spoil the child? A study on employee workplace deviant behavior

2020 ◽  
Vol 11 (1) ◽  
pp. 1-22
Author(s):  
Lei Qi ◽  
Bing Liu ◽  
Kaixian Mao
Keyword(s):  
Ethical Climate ◽  
Deviant Behavior ◽  
Workplace Deviance ◽  
Moral Leadership ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Benevolent Leadership ◽  
Self Interest ◽  
The Relationship

Purpose In the background of the post-financial crisis era and the transition of China’s economic development, the frequent occurrence of workplace deviant behavior in the economic field, such as stealing, bribery, caused a huge impact on the enterprise. In recent years, the deviant behavior of employees has been increased noticeably. The purpose of this study is to explore the influence of paternalistic leadership on employee deviant behavior in workplace. To have a deep understanding of the relationship between paternalistic leadership and employee deviant behavior, the author’s design rule oriented ethical climate and self-interest oriented ethical climate as two mediators in this research model. Design/methodology/approach Based on social learning theory and stressor-emotion model, this study conducts an investigation of influence mechanism between paternalistic leadership and workplace deviant behavior. Time-lagged data was collected from 226 employees from six cities in China. To test the hypothesis that the authors developed in this paper, the authors use empirical models from the existing literature about paternalistic leadership on employee deviant behavior. They establish multiple linear regressions to test the hypotheses. Findings This study reveals the direct effect of authoritarian leadership on employee deviant behavior and the moderated roles of benevolent leadership and moral leadership, also analysis the mediated mechanism of self-interest oriented ethical climate and rule oriented ethical climate. The results show that the higher the degree of authority leaders show in the organization, the easier to stimulate workplace deviance of employee, self-interest oriented ethical climate and rule oriented ethical climate play mediated role between authoritarian leadership and workplace deviant behavior. The interaction of benevolent leadership and moral leadership with authoritarian leadership can weaken the self-interest oriented ethical climate but has nothing to do with rule oriented ethical climate. Originality/value This study has three main contributions to the previous literature. First, this study explores the relationship between authoritarian leadership and employee workplace deviance, which could enrich the research on these negative behaviors in the Chinese context. Second, this study unpacks the “black box” in which authoritarian leadership influences employee workplace deviant behavior. Third, this study further examines the impacts of different combinations of the three factors of paternalistic leadership.

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