scholarly journals Leadership and change implementation in a Russian context

2018 ◽  
Vol 44 (1) ◽  
pp. 5-16 ◽  
Author(s):  
Frank Levene ◽  
Malcolm Higgs
Keyword(s):  
Leadership Style ◽  
Strategic Change ◽  
Change Leadership ◽  
Leadership Theory ◽  
Change Implementation ◽  
Relational Leadership ◽  
Effective Change ◽  
Directive Style ◽  
Leadership And Change

Leadership literature suggests that the transfer of leadership theory to non-US/Anglo-centric cultures may lead to findings that are different from current ones. Indeed, it is proposed that a dominant national culture will impact both the enacted leadership style and the followers’ expectations and acceptance of such a leadership style. Within the emerging literature on relational and change leadership, there is little consideration of the differing impact of leader behaviours in non-Western cultures. This study addresses both these gaps, through a case study that explores leadership styles and strategic change implementation within a Russian context that is seen as being directive and autocratic. The nature and impact of leadership in the context of change in Russian organizations is explored in this article, using a case-study design. Based on 20 interviews conducted in three organizations, we report findings which suggest, in a Russian context, that a more relational leadership style is more effective, and more likely to be accepted by followers, in implementing strategic change than a more ‘typical’ autocratic and directive style. The article contributes to leadership theory by providing clear empirical evidence of the value of a relational style in non-Western settings in ensuring effective change implementation.

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

Technology Innovation in a Small Rural Hospital

2005 ◽  
pp. 71-86
Author(s):  
Sheila K. McGinnis ◽  
Carla Wiggins ◽  
Kenneth Trimmer ◽  
Lela Pumphrey
Keyword(s):  
Information Technologies ◽  
Technology Innovation ◽  
Strategic Change ◽  
Change Leadership ◽  
Managerial Discretion ◽  
Management Team ◽  
Rural Hospital ◽  
Strategic Information ◽  
It Innovation

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

Change Leadership During Hospital Mergers: A Case Study of the Formation of Alberta Health Services

2014 ◽  
Vol 3 (1) ◽  
pp. 77-87
Author(s):  
Marcia A. Docherty
Keyword(s):  
Public Support ◽  
Chief Executive ◽  
Change Leadership ◽  
Front Line ◽  
Hospital Mergers ◽  
Organizational Issues ◽  
Effective Change ◽  
Document Review ◽  
Alberta Health

In the spring of 2008, the Alberta government consolidated nine health regions and three provincial programmes to become the largest health authority in Canada. The Chief Executive Officer (CEO) hired to lead this new organization was terminated with less than 2 years in the position. This document review explores the political and organizational issues that resulted in the termination of the CEO and illustrates that: ( i) Physicians are able to leverage significant public support for their agendas; ( ii) Effective change management must recognize and address front-line staff; and ( iii) Research on the benefits of hospital consolidation is weak.

scholarly journals HOW TO LEAD THE MILLENNIALS: A REVIEW OF 5 MAJOR LEADERSHIP THEORY GROUPS

2019 ◽  
Vol 1 (2) ◽  
Author(s):  
Bernadeta Cahya Kumala Putriastuti ◽  
Alessandro Stasi
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Leadership Theory ◽  
Moral Leadership ◽  
Relational Leadership ◽  
Leadership Theories ◽  
Advantages And Disadvantages ◽  
Global Workforce ◽  
Generational Groups ◽  
Comprehensive Framework

Millennials are currently taking over the global workforce. While practitioners and scholars have recognized their different work values from previous generations, research on this topic is still scarce. Furthermore, the current leadership theories have tended to focus mainly on the characteristics of leaders without adequately examining the leadership styles that work best for the millennials. Using a literature review from the top tier leadership journals, this paper aims to provide a more comprehensive framework to provide new directions for the development of leadership theory by  understanding the millennials’ perspective on leadership. This study thus contributes to the current literatures by using five thematic leadership groups to develop the most optimum leadership style for leading the Millennials. The advantages and disadvantages of using neo-charismatics, leadership and information processing, social exchange/relational leadership, ethical/moral leadership, and e-leadership theories in leading millennials are assessed. Results show that no single leadership theory is adequate for leading the millennials optimally. Hence, mixing the dimensions of different leadership theory groups is suggested. As for the leadership theory aspects, it is recommended to scholars to consider developing more flexible leadership theory models that can accommodate different generational groups.

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Helly Ocktilia
Keyword(s):  
Leadership Style ◽  
Social Institution ◽  
Community Empowerment ◽  
Board Members ◽  
Supportive Leadership ◽  
Community Institutions ◽  
The Social ◽  
Descriptive Method

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.

A Leadership Approach for the New Millennium: A Case Study of UCLA's Bruin Leaders Project

NASPA Journal ◽  
2001 ◽  
Vol 38 (2) ◽  
Author(s):  
Charles L. Outcalt ◽  
Shannon K. Faris ◽  
Kathleen N. McMahon ◽  
Philip M. Tahtakran ◽  
Christopher B. Noll
Keyword(s):  
Social Development ◽  
Student Development ◽  
Research University ◽  
Leadership Theory ◽  
Public Research ◽  
Current Case ◽  
Leadership Model ◽  
Public Research University ◽  
New Millennium

The current case study investigates the application of a non-hierarchical leadership model at an urban public research university. Following a review of recent contributions to leadership theory, especially with regard to student development, the authors balance discussions of the values on which the program under review is based with descriptions of the practical structure of the program. In addition, they suggest means by which other campuses can tailor this program to their resources, opportunities, and needs. The case study concludes with a discussion of the program’s effect on students’ cognitive and social development.

scholarly journals ‘Women take care and men take charge’: The case of leadership and gender in the Public and Commercial Services Union

2020 ◽  
pp. 0143831X2094368
Author(s):  
Julie Prowse ◽  
Peter Prowse ◽  
Robert Perrett
Keyword(s):  
Leadership Style ◽  
Trade Unions ◽  
Union Leader ◽  
The Public ◽  
Union Leadership ◽  
Positive Attitudes ◽  
Union Leaders ◽  
And Gender ◽  
Survey Responses

This article presents the findings of a case study that aimed to understand the specific leadership styles that are valued by women and men lay representatives in the Public and Commercial Services Union (PCS) and to determine the gendered implications for increasing women’s leadership and representation in trade unions. Survey responses from PCS lay representatives (reps) show the majority of women and men agreed that the leadership style they value, and that makes a good union leader, is post-heroic (communal) leadership. This approach is associated with leadership characteristics such as being helpful, sensitive and kind and are generally practised by women. This contrasts with male union leaders who are associated with a traditional, heroic (agentic) leadership style characterised by confidence, self-reliance and decisiveness. Although some differences exist that highlight gender issues, both women and men lay reps have positive attitudes towards increasing women’s representation and participation in union leadership.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. Findings – Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team. Research limitations/implications – The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results. Practical implications – The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

Exploring Effective Change Propagation in a Product Family Design

2017 ◽  
Vol 139 (12) ◽  
Author(s):  
Inayat Ullah ◽  
Dunbing Tang ◽  
Qi Wang ◽  
Leilei Yin
Keyword(s):  
Product Family ◽  
Design Structure Matrix ◽  
Change Propagation ◽  
Effective Change ◽  
Design Structure ◽  
Design Changes ◽  
Requirements Change ◽  
Change Impact ◽  
Design Requirements

Product family (PF) design is a widely used strategy in the industry, as it allows meeting diverse design requirements. Change propagation in any PF is difficult to predict. Consequently, while numerous design change management methodologies presently exist, their application is restricted to a single artifact. This issue is overcome in the present study. The proposed framework explores effective change propagation paths (CPPs) by considering the risks associated with design changes in the PF with the aim of minimizing the overall redesign cost. The propagated risk, which would result in rework, is quantified in terms of change impact and propagation likelihood. Moreover, a design structure matrix (DSM) based mathematical model and an algorithm for its implementation are proposed to investigate the change propagation across the PF. Finally, to demonstrate their effectiveness, a PF of electric kettles is examined in a case study. The study findings confirm that the proposed technique is appropriate for evaluating different CPPs in PF.

Mergers in Indian public sector banks: can human resource practices ensure effective implementation of change?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richa Singh ◽  
Geetika Goel ◽  
Piyali Ghosh ◽  
Saitab Sinha
Keyword(s):  
Public Sector ◽  
Human Resource ◽  
Resistance To Change ◽  
Change Implementation ◽  
Empirical Examination ◽  
Content Type ◽  
Public Sector Banks ◽  
Hr Practices ◽  
Effective Change

PurposeThis study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.Design/methodology/approachThe authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.FindingsTraining and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.Practical implicationsThe significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.Originality/valueResearch on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

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