Bounded leadership: An empirical study of leadership competencies,constraints, and effectiveness |
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| Authors: | Pawel Korzynski Andrzej Krzysztof Kozminski Anna Baczynska Michael Haenlein |
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| Affiliation: | 1. Kozminski University, Department of Human Resource Management, Jagiellonska 57/59, 03-301, Warsaw, Poland;2. Harvard University, Department of Economics, Cambridge, MA, 02138, United States;3. INSEAD Business School, Boulevard de Constance, 77300, Fontainebleau, France;4. Kozminski University, Department of Management, Jagiellonska 57/59, 03-301, Warsaw, Poland;5. Marketing Group at ESCP Europe, 79 Avenue de la République, F-75011, Paris, France |
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| Abstract: | Contrary to the previous leadership theories, which focus on specific and narrow aspects of leadership such as employee characteristics, leader’s authenticity, or boundary spanning, the bounded leadership theory is a broad and complex concept. It takes simultaneously many constraints, which are related to activities on an individual, team, organization, and stakeholder level. This study applies the bounded leadership theory to analyze the leadership constraints as the mediator of the relationship between leadership competencies and effectiveness. Our findings show that leaders’ competencies are not enough for them to be effective. Specific competencies enable leaders to overcome the set of constraints and then to increase their effectiveness. |
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| Keywords: | Bounded leadership Leadership constraints Leadership competencies |
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