Leader evaluations after performance feedback: The role of follower mood

Team and organizational failures can negatively impact leadership perceptions, as followers tend to attribute performance outcomes to leadership. The current study explores how follower mood moderates this effect. In two experiments, the first with students (N = 132) and the second with a sample of the working population (N = 229), we show that performance information has a weaker effect on leadership evaluations when the follower is in a positive mood as compared with a negative mood. In addition, we show that this moderation effect holds for performance information about the team as well as the leader. We discuss how these findings extend the cognitive follower-centric perspective on leadership by acknowledging affective influences and explore several counter-intuitive implications of these findings.     

We don't need more leaders – We need more good leaders. Advancing a virtues-based approach to leader(ship) development

This conceptual article advances a virtues-based approach to developing good leaders and good leadership. Virtue and discrete virtues are gaining traction within leadership scholarship, but there remains a lack of clarity regarding exactly what virtue is and precisely how virtues inform leadership. To address this, we articulate a clear conceptualization of how virtue informs good leadership in multiple domains. We also elucidate five synergisms of virtues-based leadership development, including how a virtues approach accounts for leadership effectiveness and ethics; how virtue and leadership are both learnable; the relationship between virtues, character, and leadership; the unity and universality of virtue; and how virtue serves as the linchpin between the individual and the common good. Three trajectories for virtues-based leadership development are described. This article has implications for the study and practice of developing good leaders(hip). Limitations and future research directions are discussed.     

Enhancing knowledge construction processes within multicriteria decision analysis: The Collaborative Value Modelling framework

This paper proposes a new Collaborative Value Modelling framework, that combines Delphi and multicriteria decision conferencing, to build widely informed evaluation models. Multicriteria Decision Analysis (MCDA) is commonly used to help decision-makers and other stakeholders in complex evaluation contexts. Further to the technical soundness and meaningfulness of the methods and tools used, it is critical to design adequate social processes to promote shared understanding around key evaluation issues while capturing multiple stakeholders’ values and perspectives. Multicriteria decision conferencing processes have been typically adopted for collaborative modelling using MCDA methods in decision conferences with relatively small groups. Such a socio-technical approach has proven to be effective, in a variety of contexts, in creating a collaborative environment that enables surfacing individual beliefs, identifying common concerns, managing eventual value conflicts and promoting agreement in group model building. But, extending this framework to broader participatory contexts requires a different design of the social process, in order to ensure that model building captures the full panoply of points of view. This challenge can be tackled by enhancing multicriteria decision conferencing with an all-embracing (Web-)Delphi participatory process. We depart from the existing collaborative knowledge acquisition methodology to design, with the Delphi method, a participatory knowledge construction process that elicits and analyses individual judgemental knowledge from a (very) large and diverse number of stakeholders. The knowledge acquired is then digested by a small group of key-players, in a subsequent decision conferencing, to collaboratively develop a widely informed multicriteria evaluation model. This new Web-Delphi-decision conferencing social setting has been tested already in real complex evaluation contexts using a specific multicriteria method, the Measuring Attractiveness by a Categorical Based Evaluation Technique (MACBETH), to develop a variety of value modelling activities. We call this socio-technical design the Collaborative Value Modelling framework. Here, we describe its real use to support the construction of value functions, focusing on how the judgemental knowledge collected flows between the participatory and collaborative stages of the framework. Results validate that enhancing MACBETH decision conferencing with an ex ante Web-Delphi process fosters higher participation and collaboration in multicriteria modelling.     

Medicines in the 1990's: Experience with a Delphi forecast

‘Medicines in the 1990's’ created great public interest when it was published recently. It forecast, for example, that by 1990 it should be possible to replace almost all parts of the body, except the brain and spinal cord with transplants or prostheses. It also predicted that by 1990, the social use of medicines will have become accepted as legitimate. This article describes step by step, how the Delphi forecast was made and the effect which it has had.     

The benefit of market-based governance devices: Reflections on the issue of growing economic inequality as a corporate concern

Growing economic inequality in advanced economies is explained by a variety of conditions and mechanisms, but a growing literature emphasises how corporate governance decisions serve to transfer wealth from labour to capital owners, including shareholders. The article introduces the term governance devices to examine how a consistent annual real wage growth (calculated to 1.20 percent) over the period 1997–2017 has been negotiated in Sweden, based on a bilateral market-based industrial agreement between the employer organisation and a confederation of trade unions. The article stresses the importance of governance decisions in counteracting secular stagnation of real wage growth, which reduces the purchasing power in an economy and incurs other externalities. Corporate governance is, therefore, a key mechanism in resolving the issue of how to allocate the residual cash being generated in the corporate production activities so that it benefits all constituencies and balances short-term returns to shareholders and medium-to long-term economic growth and stability.     

Institutional work through empathic engagement

A growing body of literature examines how actors engage with institutions and how they prompt institutional change and evolution. This article takes stock of this knowledge and contributes an affective dimension to the study of how institutional entrepreneurs achieve momentum and field-level impact. The article views institutional work as relational agency and conceptualises empathic engagement as a way for institutional entrepreneurs to relate affectively to other actors and induce cooperation. We demonstrate how empathic engagement by institutional entrepreneurs can nurture communities of practice that co-create change in institutional fields. Our argument hinges on the actors’ affective investment and advances the less developed non-cognitive dimension of institutional work. By integrating empathic engagement into institutional entrepreneurship, we demonstrate how institutional entrepreneurs nurture their ability to engage and cooperate with others to diffuse particular values through institutional work. This integration focuses on the way of knowing generated through empathic engagement: the ability to bring about a consensus by creating frames of reference and identities that others are enchanted by and subscribe to, as opposed to using coercive mechanisms.     

A self-stabilizing 3-approximation for the maximum leaf spanning tree problem in arbitrary networks

The maximum leaf spanning tree (MLST) is a good candidate for constructing a virtual backbone in self-organized multihop wireless networks, but is practically intractable (NP-complete). Self-stabilization is a general technique that permits to recover from catastrophic transient failures in self-organized networks without human intervention. We propose a fully distributed self-stabilizing approximation algorithm for the MLST problem in arbitrary topology networks. Our algorithm is the first self-stabilizing protocol that is specifically designed to approximate an MLST. It builds a solution whose number of leaves is at least 1/3 of the maximum possible in arbitrary graphs. The time complexity of our algorithm is O(n ²) rounds.     

Energy and the environment—A Delphi forecast

The author is currently an Assistant Professor of Geography at the University of Manitoba, Winnipeg, Canada. In the long range forecasting project ‘Energy and the Environment’, discussed in this article (conducted in 1970|1971 at the Pennsylvania State University), the Delphi method was employed to evaluate potential breakthroughs in energy technologies and environmental protection, management and planning innovations during the next 50 years. The priorities for energy—environmental problems, the growth of the traditional energy technologies and the probabilities of environmental ‘episodes’ in the 1970's were additional topics in the Delphi study.     

Gender Data Gap and its impact on management science — Reflections from a European perspective

As data increasingly inform every aspect of our lives, gender discrimination in the collection and application of female-based data has also risen. Because data are primarily sourced from (white) men, the solutions we design to address global problems are also primarily based on men, i.e. male bodies, male preferences and prototypical male life choices. The Gender Data Gap – referring to the circumstance that most data on which organisational decisions are based appear to be biased in favour of (white) men – describes this very absence of information about aspects of women's lives. In this article, we not only demonstrate how the Gender Data Gap (negatively) impacts society and management science, but also highlight how the gap can be overcome in the long run. Further, we showcase several initiatives, particularly European ones, that suggest opportunities to gradually close the Gender Data Gap.     

Inter-Organizational Learning and Strategic Renewal in SMEs: Extending the 4I Framework

This article explores how mature SMEs which lack internal resources access external knowledge to facilitate strategic renewal. Organizational learning, in contrast to entrepreneurial learning, recognizes that owner-managers must distribute knowledge throughout the firm to achieve competitive benefits. Three case studies demonstrate how external ‘knowledge providers’ (customers, suppliers and educational institutions) help institutionalize ‘new’ knowledge. Initially, learning from inter-organizational relationships requires owner-managers to be proactive in accessing and extending appropriate inter-organizational relationships. Second, external organizations can play an active role by ‘intertwining’ knowledge to support the development of processes, systems and routines that distribute and institutionalize learning throughout the organization. The three cases have practical implications for owner-managers and add to academic knowledge via the extension of Crossan et al's 4I model of organizational learning.     

Potenzialanalyse im Transformationsprozess: strategisch ausgerichtet und dialogisch angelegt

Potential analysis in a transformation – a strategic and dialogic approach in leadership development. The author describes the integration of ?potential analysis“ in a transformation process. It shows how corporate change and management development strategies can be related, and how the process of “potential analysis“ was conducted in such a way as to contribute to corporate change. The article presents the different instruments which were used and emphasizes the importance of an open dialogue between managers and board members.     

The use of a model in long term planning—A case history

Long term planning in companies can range from the partial simplistic approach to a structured time-consuming ritual. Either extreme can bring planning into disrepute, and both reflect the lack of the proper tools of the trade. Models, by themselves, are no panacea, but properly conceived, constructed, and developed they can transform the planning process. The key to effective and practical models is use, and this can be achieved through direct management involvement on the model's development, and by making sure the model is basically simple and flexible. This article describes how such a model was constructed using a modular approach, and how it was used effectively in long term planning.     

Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures

Despite burgeoning interest in how groups and organizations learn from failures, little is known about how leader behavior influences these learning processes. We analyzed longitudinal data collected at a large hospital and found that leader inclusiveness was positively associated with members' perceptions of psychological safety at Time 1, and that this relationship was stronger for members in low-performing units. Unit psychological safety climate appeared to facilitate learning from failures within the work unit (Time 2), which was positively associated with subsequent unit performance (Time 3).     

A coopetition perspective of MNC–host government relations

Building on convergent insights of resource dependence and business political behavior, this article attempts to develop a conceptual and typological framework of coopetition in which cooperation and competition simultaneously coexist in the relationship between multinational corporations (MNCs) and host governments. The coopetition view does not see the MNC–government relationship (MGR) as dichotomous or as a continuum between cooperation and competition but as a simultaneous, inclusive partnership containing cooperation and competition as two separate yet interrelated continua. This article addresses why coopetition arises, what coopetition constitutes, and how coopetition configures with environmental and organizational dynamics. It offers a typology of coopetition that identifies MNCs involving varying cooperation and competition (estranger, contender, partner, and integrator) and elucidates each identity's political responses.     

Hoshin Kanri: Implementing the Catchball Process

Involving employees in strategy deployment is an active topic of strategic management, but has been difficult to achieve in western companies. The methodology known as Hoshin Kanri has proved an effective strategy deployment process in Japan where it has been extensively applied for integrating strategy and Total Quality Management (TQM), but its adoption in the West has been low, except for a few innovatory companies. The application of Hoshin Kanri relies on a process called “catchball” to gain consensus on the deployment of Hoshin targets and measures in a team environment. This paper presents a process design based on an adaptation of the Delphi technique for the effective implementation of catchball, to reinforce the link between the corporate strategy and annual planning cycle. The catchball process described was implemented at the Rover Group, a UK-based automotive company, to develop the company's quality strategy based on Hoshin Kanri principles.     

Near‐Misses and Future Disaster Preparedness

Disasters garner attention when they occur, and organizations commonly extract valuable lessons from visible failures, adopting new behaviors in response. For example, the United States saw numerous security policy changes following the September 11 terrorist attacks and emergency management and shelter policy changes following Hurricane Katrina. But what about those events that occur that fall short of disaster? Research that examines prior hazard experience shows that this experience can be a mixed blessing. Prior experience can stimulate protective measures, but sometimes prior experience can deceive people into feeling an unwarranted sense of safety. This research focuses on how people interpret near‐miss experiences. We demonstrate that when near‐misses are interpreted as disasters that did not occur and thus provide the perception that the system is resilient to the hazard, people illegitimately underestimate the danger of subsequent hazardous situations and make riskier decisions. On the other hand, if near‐misses can be recognized and interpreted as disasters that almost happened and thus provide the perception that the system is vulnerable to the hazard, this will counter the basic “near‐miss” effect and encourage mitigation. In this article, we use these distinctions between resilient and vulnerable near‐misses to examine how people come to define an event as either a resilient or vulnerable near‐miss, as well as how this interpretation influences their perceptions of risk and their future preparedness behavior. Our contribution is in highlighting the critical role that people's interpretation of the prior experience has on their subsequent behavior and in measuring what shapes this interpretation.     

Faustregeln des Selbstmanagements und der Führung Handlungsaktive Mentaltechniken im BoxCoaching

The BoxCoaching is based on the certified results of the neuroscience, that the body-self-images form base elements of the interventions for mental health. After the author’s credo: everyone is boxing in the way of his basically psychological structure, the behaviour of the client, boxing in the limbic highly active borderline situation of the conflict, reveals the base-self and as a result of this the base-maps of its mentality, kind of feeling and acting, which lead him outside of the boxing ring. The article explains how the BoxCoaching activates those basal cerebral structures and releases by that long-term resources and how the self experience by boxing creates and found with so-called ?winner values“ (for example: courage, self trust, risk taking, resoluteness) solution working self-image-constructions.