Management and Leadership Resource Guide

There is a large and growing body of work on gender on leadership, but this literature remains fragmented and incomplete, due in part to insufficient attention paid to nuances of the criterion variable of leadership. To provide a broader perspective on this literature, we draw upon Campbell, McCloy, Oppler, and Sager's (1993) theory of job performance as a framework to organize our review. First, we position gender as an indirect determinant of leadership and summarize prior work on (a) gender differences in leadership outcomes (i.e., emergence and effectiveness), (b) gender differences in leader behaviors, (c) gender differences in direct determinants of leader behaviors (i.e., declarative knowledge, skill, and motivation), and (d) potential mediated or indirect relationships between gender and these leadership criteria. Second, we explore gender as a moderator of both interpersonal (i.e., leader behaviors → leadership outcomes) and intrapersonal (i.e., direct determinants → leader behaviors) leadership processes. Throughout our review, we highlight new directions for future research to advance the study of gender and leadership.

Despite significant attention devoted to outcomes of formal leadership training, little is known about how individuals develop during these programs. The current study examined developmental trajectories of leader efficacy and identity, two proximal outcomes supporting leadership effectiveness, in a six-week leadership training course (N = 240). Testing competing predictions between developmental readiness and developmental need perspectives, we examined whether learning goal orientation (LGO) and motivation to lead (MTL) predicted development of trainees' leader self-views. Latent growth modeling results revealed leader efficacy developed linearly, whereas leader identity developed quadratically (i.e., positive change with slowing growth over time). Results for leader efficacy supported the developmental need perspective, as individuals lower on affective MTL exhibited greater changes to their leader efficacy, which was further moderated by LGO. In contrast, individuals higher and lower on LGO developed equally on leader identity, albeit via different trajectories. Implications for leadership theory and practice are discussed.

This article aims to systematise and provide a structure for research into the Future of Work (FoW). We used SciMAT to conduct a science mapping analysis based on co-word bibliographic networks. The Web of Science (WoS) database was used for article retrieval, and a total of 2,286 documents were identified from 1959 to 2019. Our results are counterintuitive, as concerns over satisfaction, leadership values or corporate social responsibility (CSR) appear alongside traditional human resource management (HRM) themes, such as organisational commitment or careers, as well as more current FoW themes, such as the impact of technological change on employment, wage inequality, vulnerable workers, telework or talent management. In addition, we offer a classification of the most prolific FoW research themes and challenges into technological, social, economic and political categories.

The roles of women in the workforce have changed significantly over the past several decades. While there has been considerable progress made by women into leadership positions, this progress has been slow. This article explores factors that may impact the ability of women in information technology (IT) to move into leadership positions. Data collected for the Society of Information Management IT Trend Study for 2015, 2016, and 2017 were analyzed, and corporate characteristics that impact female advancement into leadership positions were explored. Results suggest that there are opportunities for women in IT. The percentage of women in positions of leadership is steadily increasing in a wide range of industries. However, there is an evidence to suggest that industry’s gender composition as well as company size (revenue) may impact the gender of the IT leader. Also, some interesting differences in performance measures based on the leader’s gender are discussed.

Highlights:
- The focus of strengths use theories has largely been on the individual level.
- The team context has an important influence on an individual strengths use.
- Collective strengths use results from interaction processes between team members.
- Collective strengths use consists of strengths awareness, credibility and coordination.
- Collective strengths use enhances team performance via team work engagement.

Digital technologies are changing the nature of teamwork in ways that have important implications for leadership. Though conceptually rich and multi-disciplinary, much of the burgeoning work on technology has not been fully integrated into the leadership literature. To fill this gap, we organize existing work on leadership and technology, outlining four perspectives: (1) technology as context, (2) technology as sociomaterial, (3) technology as creation medium, and (4) technology as teammate. Each technology perspective makes assumptions about how technologies affect teams and the needs for team leadership. Within each perspective, we detail current work on leading teams. This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams. We identify 12 leadership implications arising from the ways digital technologies affect organizing. We then leverage our review to identify directions for future leadership research and practice.

This paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural merger and acquisitions (M&A). The intersection of HRM, bi-cultural talent management and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management and reveals the dominant macro-characterization of the extant HRM literature focussing on a more micro-orientated perspective. The paper develops a matrix by underlining spatial dimensions (spanning micro-aspects of the individual employee through to the macro-entity of firm and its location in the macro-national cultural context) and temporal dimensions (consisting of pre-merger, during merger and post-merger phases). This provides a template which examines the multi-level dynamics of bi-cultural talent management. The argument identifies ways in which extant cross-cultural lenses require deeper understanding of bi-cultural talent management in M&A settings. Future research directions and agendas are identified.

Recent studies have shown the positive effect of some human resource practices on employees’ health and performance at work. In this context, it is necessary to determine the relationship between human resource management, employee performance, and wellbeing at work. The aim of this paper is to understand the factors that better describe and influence employee wellbeing, which also contributes to improving their performance at work, considering their multidimensional nature. The article reviews the literature on the relationship between the three concepts and points out the relevant role of wellbeing. As a result, this research shows that there is a gap in the literature, as no previous study has explored the relationship between human resource management, employee performance, and wellbeing at work within a uniform and coherent framework. This research explores wellbeing-oriented human resource management practices and also reviews supports the mediating role of wellbeing between HRM and organisational performance in this relationship.

Abstract: his paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information processing theory. The objective of this study answers the following questions: How does use of different IS agility impact HR systems and job satisfaction? What are the connecting pathways by which IS agility affects HR systems and job satisfaction?

Abstract: Within team leadership literature much attention has been given to the role of authority differentiation (the degree to which responsibility for decision-making is vested in a limited number of team members). However, contingencies associated with its effectiveness remain largely unclear. Building on authority differentiation, substitutes for leadership, and social hierarchy literatures, we propose that teams low in authority differentiation (self-managing teams) require that team members are aligned in their goal orientations. Otherwise, goal orientation diversity leads team members to spend valuable cognitive resources on aligning team member efforts instead of information elaboration. Goal orientation homogeneity, however, serves as a substitute for leadership in these teams. By contrast, teams high in authority differentiation (hierarchical leadership teams) function more effectively with diverse goal orientations. In support of our arguments, we show experimentally that low authority differentiation is beneficial for teams homogeneous in goal orientations and detrimental for teams diverse in goal orientations.

Abstract: The rapid development of information communication technology has led towards the emergence of the “connected world” characterised by the pervasive embeddedness of smart technologies. Smart technologies have a transformative impact on different domains of life. The application of smart technologies redefines the way people live, interact and conduct business. To date, the attention of the scholarly community has been paid primarily to smart cities, smart manufacturing and smart homes. However, despite numerous studies discussing the benefits of advanced technologies in the workplace, there is a lack of research on smart offices and how they affect productivity and employee well-being. This opinion paper argues that office spaces constitute a distinctive type of space, and research on smart homes or manufacturing does not suffice to capture its essence. Therefore, the aim of this paper is to propose a research agenda that can advance the current literature on smart and information communication technologies in relation to workplace spaces and the potential implications these could have on productivity.

Abstract: This study investigates mechanisms underlying the influence of telework on labor productivity in Japan. First, this study finds that appropriate telework hours increase labor productivity, but when telework hours are too long, telework decreases labor productivity. Second, telework increases life satisfaction, and life satisfaction improves labor productivity. However, telework increases the stress of balancing work and domestic chores, contrary to Japanese governmental expectations, and the stress decreases life satisfaction. The stress, fortunately, does not directly reduce labor productivity. Although telework increases happiness and work satisfaction, these factors do not influence labor productivity. Third, this study clarifies that telework is more efficient for improving labor productivity if workers commute more than 1 h or commute by trains or buses that are usually very crowded during rush hours in Japan. Finally, the effect of telework for workers who have a greater number of potential trivial duties is insignificantly larger. Supervisors and colleagues often ask others to perform trivial, extra tasks without regard for schedules. Telework may help workers avoid such trivial duties and increase labor productivity. However, the importance of trivial duties is also demonstrated in this study.

Artificial intelligence (AI) is emerging as a potential growth area for facilitating the improvement and development of teams in the workplace. AI, as used in the team context, is currently underdeveloped and limited, thus reducing the wide-scale adoption and implementation of AI to improve team effectiveness. The use of AI to provide team diagnostics and improvements represents a significant shift in the approach organizations currently use to facilitate and strengthen effective teamwork. We describe the challenges involved in developing team effectiveness in organizations and the potential application of AI to improve teamwork. Further, we report on our experiences using AI in business school student project teams, the important advantages and disadvantages that emerged from this, and insights for future consideration when adopting and implementing AI in the workplace. Based on our use of AI and our experience training high-performing teams, we propose a multistep process for analyzing and improving teams in organizations.

This conceptual paper applies the construct of emotion regulation to the work-family interface in order to further expand our understanding of the positive aspects of emotional labor. Contrary to the predominant view that emotional labor is stressful and produces primarily harmful outcomes, we propose that emotion regulation in work-to-home transitions reduces an individual's work-family conflict, enhances job satisfaction, and improves their spouse's family satisfaction. Indeed, work stress can cause employees to remain preoccupied with work-related thoughts and negative moods when moving from work to family settings. We argue that social display rules positively influence an individual's engagement in emotion regulation to meet family role demands. Drawing on current research on role boundaries, emotion regulation, emotional labor, and work-family conflict, we offer testable propositions to encourage future research on the beneficial aspects of emotion regulation in research on work and family. Theoretical and practical implications are discussed in closing.

Abstract: We focus on how interpersonal characteristics should influence leader support for gender equity in organizations. Recognizing gender disparities in organizations and the “labyrinth” that women face when they advance in their careers (cf. Eagly & Carli, 2007), we develop a model for how interpersonal characteristics of leaders, both men and women, influence power construal and thus their use of empowerment, mentoring, and performance feedback, ultimately affecting career opportunities for women in organizations. The model proposes that leaders who are high on communal goal orientation, a prosocial characteristic, are more likely to construe power through a responsibility lens and behave in ways that ultimately support gender equity in organizations. In contrast, leaders with an exchange goal orientation are more likely to construe power through a freedom lens and behave in ways that are self-serving. Prestige motivation will increase the extent to which leaders, especially those who are communally oriented, share power. Dominance motivation will increase the extent to which leaders, especially those who are exchange oriented, act in self-interest and retain power, ultimately imposing barriers to women's career advancement. Organizations can potentially increase leader power sharing by encouraging and reinforcing leaders' prosocial characteristics of communal orientation and prestige motivation. Implications for research and practice are discussed.

We nuance the overtly negative image of overqualified employees by illuminating the brighter side of overqualification. In this extension of current thinking on overqualification, we argue that there are four ways in which overqualification can positively shape the performance of overqualified employees and their fellow group members. Following their theoretical basis, we refer to these as the (1) human capital, (2) status, (3) social learning, and (4) identification advantages. For each advantage we explain the conditions under which they are likely to materialize. We also theoretically explore how the advantages relate to each other as well as to the theories outlining the potential negative consequences of overqualification, and provide an according integrative model on the Relational Effects of Overqualification on Performance (REOP). After discussing the theoretical implications and providing an agenda for future research, we close with a discussion of the managerial implications of leveraging the bright side while acknowledging the dark side of overqualification.

The purpose of this paper is to discuss two important behaviors related to job mobility in the IT profession, namely, changing jobs to move to another organization (turnover) and changing the profession entirely (turnaway), during a national crisis. Based on the theoretical foundation of the push–pull–mooring perspective, a research model is developed that includes professional self-efficacy (PSE), job insecurity (JI) and job satisfaction (JS) as important antecedents.

We experimentally investigate whether delegation can be an effective leadership behavior to motivate followers. In particular, we study how the allocation and exercise of power – the right to choose projects – by leaders affects the subsequent implementation of the chosen projects by followers. To isolate the pure motivational effect of delegation, we focus on whether the amount of effort that followers exert to implement the exact same project depends on who has chosen the project and on what information was available when making the project choice. We find that followers implement projects efficiently if they have chosen them themselves, but reduce implementation effort if the same projects are imposed on them by leaders. But this motivational effect of delegation is persistent if and only if followers must implement projects that they themselves would not have chosen.

In today’s complex and rapidly changing business environment, team innovation is increasingly critical to the survival and success of organizations. Although the relevant literature highlights the importance of leadership in team innovation, previous studies have mainly focused on transformational leadership and have yielded inconsistent results. To address this void, this study integrates the goal-setting theory into the input-process-output framework and proposes a moderated mediation model to examine the relationship between inclusive leadership and team innovation. The results of hierarchical regression analysis from two survey-based field studies in China demonstrated that team voice mediated the relationship between inclusive leadership and team innovation and performance pressure moderated the direct relationship between inclusive leadership and team voice as well as the indirect relationship between inclusive leadership and team innovation via team voice such that the relationships were stronger when performance pressure was high. ".

Since the turn of the century, a growing body of research has systemically examined the role of fun in the workplace. In general, the extant body of research has demonstrated that fun in the workplace has a beneficial impact for individuals and organizations, but some evidence has been mixed. To help advance research in this area, the aims of this paper are two-fold. The first aim is to review previous research on fun in the workplace and identify gaps in the literature to provide direction for future work. The second aim is to offer a theoretical framework that helps explain how individuals may interpret fun in the workplace and how it may be most beneficial. Drawing on the notion that fun in the workplace is in the eye of the beholder, our proposed framework provides a more nuanced understanding of the temporal processes and contextual factors that explain how individuals appraise and ultimately benefit from fun.

This paper develops a theoretical model that highlights the mechanisms underlying the contagion of long working hours from supervisors to subordinates at different stages of their relationship. Drawing upon social learning theory, we suggest that subordinates mimic the supervisor's working hours through vicarious learning. Focusing first on the role-taking stage of the supervisor-subordinate relationship, we identify four factors, namely supervisor's perceived status, subordinate's work centrality, congruence between organizational norms and supervisor's working hours, and subordinate's identification with the supervisor, that may influence the perceived desirability of adopting the supervisor's working hours. We then examine the relative influence of each of these factors through the lens of subordinates' self-motives. Turning, next, to the routinized supervisor-subordinate relationship, we elaborate on how social contagion may evolve over time. Lastly, the implications of our model as well as future research avenues are presented.

Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge boundaries can be difficult in practice, and innovation is not always realized. Two streams of research are particularly relevant for understanding the challenges inherent in cross-boundary teaming: research on team effectiveness and research on knowledge in organizations. They offer complementary insights: the former stream focuses on group dynamics and measures team inputs, processes, emergent states, and outcomes, while the latter closely investigates dialog and objects in recurrent social practices. Drawing from both streams, this paper seeks to shed light on the complexity of cross-boundary teaming, while highlighting factors that may enhance its effectiveness. We develop an integrative model to provide greater explanatory power than previous approaches to assess cross-boundary teaming efforts and their innovation performance.

Knowledge management plays a significant role in organizations; supporting organizations to deal effectively with changes, increasing their productivity and paving the way to development and innovation. Several scientific studies have addressed the relevance of applying knowledge management initiatives to improve projects as well as organizations that conduct projects.
This paper will look at the interaction between knowledge management and big data within the context of projects. In this regard, this paper will discuss, among other things, (1) how big data can contribute to enhance knowledge management in projects and project-based organizations (2) what kind of pitfalls, challenges and opportunities that are associated with the interplay between knowledge management and big data (3) how this interplay can improve projects so that the projects can be carried out effectively and efficiently. These three questions are addressed by taking into consideration some of the important, underlying issues that are essential for ensuring improved decision making and performance in projects and project-based organizations.

Flexible work arrangements present managers with challenges regarding how to manage employees using these arrangements. To date, little research has investigated how managers address these challenges. We investigate the relationship between the use of a specific implementation of flexible work (teleworking) and control system design, specifically the emphasis on output controls. Teleworking reduces the feasibility of monitoring employee behaviour as a control mechanism. Control theory suggests that this might be compensated by placing more emphasis on output controls. We conduct a survey (N = 897) among employees of a financial services institution, of whom 69% is allowed to telework. We find that among teleworking employees, the share of teleworking hours is positively related to the emphasis on output controls. However, employees who are allowed to telework report less emphasis on output controls by their manager relative to those not allowed to telework. We pose various directions for future research, which may help in explaining these findings.

In the current review we consider theory and research involving task, relationship, and process conflict. We examine relationships with team performance and innovation with an eye toward recent meta-analytic findings. We then review recent research investigating the interplay of team conflict types in the form of team conflict profiles. We advance the Team Conflict Dynamics Model to connect conflict profiles with key variables in the nomological net: psychological safety, conflict management, and team performance. This model considers dynamics by examining conflict transformations over time, reciprocal effects of conflict management processes, and negative feedback loops. Moreover, the model incorporates contextual features involving team design and the organizational environment. This review is needed in order to integrate recent meta-analytic findings, conflict profiles, conflict dynamics, and contextual factors into a parsimonious model useful for guiding future research and practice.

One of the biggest challenges facing leaders today is the need to position and enable organizations and people for adaptability in the face of increasingly dynamic and demanding environments. Despite this we know surprisingly little about this topic. In this paper we provide a theoretical synthesis and integrative review of research from strategy, organization theory, innovation, networks, and complexity to provide a framework of leadership for organizational adaptability. Our review shows that leadership for organizational adaptability is different from traditional leadership or leading change. It involves enabling the adaptive process by creating space for ideas advanced by entrepreneurial leaders to engage in tension with the operational system and generate innovations that scale into the system to meet the adaptive needs of the organization and its environment. Leadership for organizational adaptability calls for scholars and practitioners to recognize organizational adaptability as an important organizational outcome, and enabling leadership (i.e., enabling the adaptive process through adaptive space) as a critical form of leadership for adaptive organizations.

As we enter an era of ‘big data’, asset information is becoming a deliverable of complex projects. Prior research suggests digital technologies enable rapid, flexible forms of project organizing. This research analyses practices of managing change in Airbus, CERN and Crossrail, through desk-based review, interviews, visits and a cross-case workshop. These organizations deliver complex projects, rely on digital technologies to manage large data-sets; and use configuration management, a systems engineering approach with mid-20th century origins, to establish and maintain integrity. In them, configuration management has become more, rather than less, important. Asset information is structured, with change managed through digital systems, using relatively hierarchical, asynchronous and sequential processes. The paper contributes by uncovering limits to flexibility in complex projects where integrity is important. Challenges of managing change are discussed, considering the evolving nature of configuration management; potential use of analytics on complex projects; and implications for research and practice.