Exploring the Efficacy of Complexity Leadership Theory in Addressing
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Toxic Leadership and Voluntary Employee Turnover: a Critical Incident Study
Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study By Richard P. March III B.A. in German, May 2002, Franklin & Marshall College M.A. in German and Second Language Acquisition, May, 2005, Georgetown University A Dissertation Submitted to The Faculty of The Graduate School of Education and Human Development of The George Washington University in partial fulfillment of the requirements for the degree of Doctor of Education May 17, 2015 Dissertation Directed by Neal Chalofsky Associate Professor of Human and Organizational Learning The Graduate School of Education and Human Development of The George Washington University certifies that Richard P. March III has passed the Final Examination for the degree of Doctor of Education as of February 24, 2015. This is the final and approved form of the dissertation. Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study Richard P. March III Dissertation Research Committee Neal Chalofsky, Associate Professor of Human and Organizational Learning, Dissertation Director Maria Cseh, Associate Professor of Human and Organizational Learning, Committee Member Thomas Reio, Professor of Adult Education and Human Resource Development, Florida International University, Committee Member ii © Copyright 2015 by Richard P. March III. All rights reserved. iii Abstract of Dissertation Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study Contributing to the burgeoning corpus of literature examining the deleterious impacts of toxic leadership upon employees and organizations, the present study utilizes 15 study participants’ reported critical incidents of toxic leader targeting to conceptualize and to narrate the relationship between toxic targeting and voluntary employee turnover. The study found evidence to support a direct link between toxic targeting and voluntary employee turnover and reports the categories of leader characteristics study participants’ identified as toxic. -
Evolution of Human Resource Management
Items Description of Module Subject Name Management Paper Name HUMAN RESOURCE MANAGEMENT Module Title EVOLUTION OF HUMAN RESOURCE MANAGEMENT Module ID Module 2 Pre-Requisites Understanding the Evolution of Human Resource Management Objectives To study the Evolution of Human Resource Management Keywords Hawthorne Studies, Scientific Management, Human Relations QUADRANT –I 1. Module : 2; EVOLUTION OF HUMAN RESOURCE MANAGEMENT 2. Learning Outcome 3. Evolution of Human Resource Management 4. Future of Human Resource Management Summary 1. Module : 2: Evolution of Human Resource Management 2. Learning Outcomes After studying this module, you shall be able to . Know the evolution of Human Resource Management . Understand the Industrial Revolution and the Factory system . Comprehend the impact of Hawthorne Studies on HRM . Understand the significance of Scientific Management . Become aware of the Human Relations Movement . Know the nature of Human Resource Management . Understand the value of Strategic Human Resource Management . Become aware of the future of Human Resource Management 3. Introduction The field of Human Resource Management as it is today has passed through several stages of evolution. The industrial revolution from the late of 18th century to the second half of the 20th century wholly changed the way people earned their living and replaced human effort and skill by the work of machine. The Hawthorne studies emphasized the importance of informal groups in increasing the productivity. The Scientific Management represented a new attitude towards management and contributed greatly to the formalization and specialization of management based on clearly defined laws, rules and principles. Human relations movement and employee motivation strengthened the process of employees’ need identification and motivation. -
Cheating and School
Journal of Business & Economic Research – March 2007 Volume 5, Number 3 The Early Organizational Management Theories: The Human Relations Movement & Business Ethical Practices Pioneered By Visionary Leader Mary Parker Follett Joseph W. Kennedy, (E-mail: [email protected]), Edward Waters College Joseph Heinzman, International College Bahaudin G. Mujtaba, (E-mail: [email protected]), Nova Southeastern University ABSTRACT In today’s business environment, managers make crucial decisions that affect the longevity of their organizations. We propose that Mary Parker Follett’s theories enhance the perspective of ethical standards and promote an organization’s overall value. The 21st century will require organizations to create overall value for all stakeholders; these constituent groups include employees, partnerships, national consumers, international consumers, domestic markets and global markets. The ethics in creating value for the organization is based on the internal and external perception of value by all stakeholders. The goal of this essay is to provide an understanding of the role of ethics in an organization. INTRODUCTION his essay identifies the contribution of Mary Parker Follett, a management theorist in the early 20th century of the United States. The Management discipline was divided into three main schools of thought during the early 20th century. The Management Schools of Thought during that time were: TThe Classical School of Management, The Human Relations School of Management, and the Human Resource School of Management. This paper will compare and contrast Mary Parker Follett’s various philosophies and theories of ethical management from the past to current applicability, as well as her overall contributions to Management history. Daniel A. -
Jean Lipman-Blumen: Bush: Perhaps the Most Toxic Leader of Our Time
Jean Lipman-Blumen: Bush: Perhaps the Most Toxic Leader of Our Time http://www.huffingtonpost.com/jean-lipmanblumen/bush-perhaps-the-mo... March 11, 2013 As President George W. Bush exits the White House, the trail of destruction he leaves behind bears many earmarks of a toxic leader. Toxic leaders, by virtue of their dysfunctional personal qualities and destructive behavior, inflict serious and enduring harm on their followers, as well as many others who happen to cross their path. In fact, the "quick and dirty" measure of toxic leaders is that they leave us worse off than they found us. Few could deny that the label "toxic leader" seems custom-made for our forty-third president, who turns over the keys to the Oval Office in just a few days. Bush has left the US in disarray domestically and has diminished our position internationally. Mostly, he has done this through a combination of incompetence, arrogance, and stubbornness, characteristics which President Bush shares with many other toxic leaders. Incompetence draws toxic leaders into poor decisions. Arrogance keeps toxic leaders from recognizing the inadequacy or downright destructiveness of their choices. And stubbornness makes toxic leaders persist on their poisonous course even when others shine a spotlight on its toxicity. But these traits aren't even the worst of toxic leadership. Incompetence, arrogance, and stubbornness actually fall on the mild end of the "toxic" spectrum, compared to those of other deliberately evil leaders. If incompetence, arrogance, and stubbornness were the only claims against Bush, it would be tragic enough. Unfortunately, Bush has earned the title of a full-fledged toxic leader by violating the basic standards of human rights of both ordinary American citizens, as well as our alleged opponents. -
Impact of Toxic Leadership on Counterproductive Work Behavior with the Mediating Role of Psychological Contract Breach and Moderating Role of Proactive Personality
Monografico DOI: http://dx.doi.org/10.25115/eea.v39i4.4879 Volumen:39-4 // ISSN: 1133-3197 Impact of Toxic Leadership on Counterproductive Work Behavior with the Mediating role of Psychological Contract Breach and Moderating role of Proactive Personality MUHAMMAD BILAL KAYANI1, IMRAN IBRAHIM ALASAN2 1 LIMKOKWING UNIVERSITY OF CREATIVE TECHNOLOGY, CYBERJAYA, MALAYSIA E-mail: [email protected] 2LIMKOKWING UNIVERSITY OF CREATIVE TECHNOLOGY, CYBERJAYA, MALAYSIA E-mail: [email protected] ABSTRACT This paper focused the conceptualizations of toxic leadership and analyzes the relationship between toxic leadership and counterproductive work behavior (CWB). The mediating role of psychological contract breach was measured between the toxic leadership and counterproductive work behavior, also by analyzing the moderating effect of proactive personality. The selected sample for research comprised of 355 nurses serving in public sector of Pakistan and questionnaire was used as a research tool. Findings of the data revealed that toxic leadership is having a positive significant relationship with CWB and a negative with PCB in partial mediation model. PCB was found to be positively associated with CWB whereas Proactive personality was identified for weakening the relationship of PCB and CWB. The results of the study elaborated that firms ought to illuminate unmistakably to managers about the antagonistic outcomes brought about by toxic oversight, and may join rules or approaches to rebuff toxic practices. Given the counterproductive impact of toxic leadership, more information is exclusively required regarding causes of toxic leadership and the paper concluded with recommendations for future research and action. Keywords: Toxic Leadership, Psychological Contract Breach, Counterproductive Work Behavior, Proactive Personality JEL classification: J53, M10, M59. -
History, Evolution and Development of Human Resource Management: a Contemporary Perspective
Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. From this definition, we can deduce that HRM or simply HR is a function in organizations designed to maximize employee performance in service of their employer’s strategic objectives (Johanson, 2009). HR is primarily concerned with how people are managed within organizations, focusing on policies and systems (Collings & Wood, 2009). -
THE ALLURE of TOXIC LEADERS: WHY FOLLOWERS RARELY ESCAPE THEIR CLUTCHES By: Jean Lipman-Blumenissues: January / February 2005
THE ALLURE OF TOXIC LEADERS: WHY FOLLOWERS RARELY ESCAPE THEIR CLUTCHES by: Jean Lipman-BlumenIssues: January / February 2005. Categories: Leadership. • Share on LinkedIn • Share on googlePlus • Share on facebook • Share on twitter • Share by email Toxic leadership is a growing — and costly — phenomenon. Yet individual and organizations can stop the insidious spread of toxicity, by understanding why we are seduced by the false promises of toxic leaders, and by setting up organizational defence mechanisms to counter the spread of toxicity. This author has some excellent suggestions. This article is based on her book, The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians – and How We Can Survive Them, Jean Lipman-Blumen (New York: Oxford University Press), 2005. A curious paradox surrounds toxic leaders wherever they take the stage, from the executive suite to the religious pulpit. It is this: While most of us followers complain about toxic leaders, nonetheless, we almost always stay the course. How do we explain that paradoxical scenario, evident in virtually every society from earliest recorded history? Why do we followers not only tolerate, but so often prefer, and sometimes even create toxic leaders – in for-profit corporations, non-profits, government, even educational and religious institutions? Why do we permit so many toxic leaders to hold sway in virtually all arenas of human endeavour? As you might suspect, there are no easy answers here. Yet, a major part of the answer can be pieced together from three enduring sources: the internal needs and human condition of the followers; the interactions between followers and their own environments; and followers’ relationships with toxic leaders. -
HUMAN RESOURCE THEORY: from HAWTHORNE EXPERIMENTS of MAYO to GROUPTHINK of JANIS Őzgür Őnday Phd Student, Yeditepe University Department of Business Administration
Global Journal of Human Resource Management Vol.4, No.1, pp.95-110, February 2016 ___Published by European Centre for Research Training and Development UK (www.eajournals.org) HUMAN RESOURCE THEORY: FROM HAWTHORNE EXPERIMENTS OF MAYO TO GROUPTHINK OF JANIS Őzgür Őnday PhD student, Yeditepe University Department of Business Administration. ABSTRACT: Organization is a relatively young science in comparison with the other scientific disciplines. (Ivanko, 2013) Accounts of the growth of organizational theory usually start with Taylor and Weber, but, as Scott (1987) mentions, organizations were present in the old civilizations which goes back to Sumerians (5000, BC) and which experiences its maturation phase with Taylor, Fayol and Weber, continuing to come up to present with modern management methods and principles. The modern organization may be the most crucial innovation of the past 100 years and it is a theory which will never complete its evolution as the human being continues to exist. Understanding how organizations work has been the focus of scientists and scholars until the early part of the 20th century. Just as organizations have evolved, so to have the theories explaining them. These theories can be divided into 9 different “schools” of thought (Shafritz, Ott, Jang, 2005): Classical Organization Theory, Neoclassical Organization Theory, Human Resource Theory, or the Organizational Behavior Perspective, Modern Structural Organization Theory, Organizational Economics Theory, Power and Politics Organization Theory, Organizational Culture Theory, Reform Though Changes in Organizational Culture and Theories of Organizations and Environments. This introductory paper will concentrate on the human relations theory and is divided as follows. The introduction talks about the developments of the organization and organization theory from its early stages with detailed definitions. -
Download Download
TOXIC LEADERSHIP IN CONTEXT Gary S. Metcalf, Ph.D. and Teresa A. Daniel, Ph.D. 1408 ½ Central Ave. Ashland, KY 41101, U.S.A. ABSTRACT A sizeable body of research and other literature has been developing about toxic leadership and workplace bullying. Our earlier work found distinctions between tough bosses and true bullies in the workplace. A later study showed that military officers were able to clearly identify differences between tough but effective leaders, and toxic leaders. That work was extended into the organizational climates which seem to promote toxic leaders and bullies. Other colleagues have explored potentials for changes in bullying behavior through executive coaching interventions, noting that some executives simply lack awareness of their behaviors, or the effects on those around them. The focus of this paper is the synthesis of earlier findings, to begin a more systemic understanding about the relationships between individual, organizational, and societal behaviors with respect to bullying and toxic leadership. Keywords: toxic leadership; toxic behavior; workplace bullying; systems research; holistic model INTRODUCTION This paper extends previous research and theory-building about workplace bullying and toxic leadership. It will do so through the use of an eight-part framework, developed in an upcoming book titled “A guide to systems research: Philosophy, processes and practice” (Edson, Henning, & Sankaran, Eds., in press). The framework suggests an approach for conducting holistic, systems-oriented research studies, and parallels the steps of participatory action research (PAR). This is in keeping with the themes for the ISSS 2016 conference in Boulder, CO, of wholeness and sustainability. While workplace bullying and toxic leadership might seem far removed from issues such as sustainability of the biosphere, or of global socioeconomic systems, they may also be examples or indicators at a different level of organization. -
Toxic Leadership in Educational Organizations
Toxic Leadership in Educational Organizations James E. Green Georgia Southern University While research on the traits and skills of effective leaders is plentiful, only recently has the phenomenon of toxic leadership begun to be investigated. This research report focuses on toxic leadership in educational organizations – its prevalence, as well as the characteristics and early indicators. Using mixed methods, the study found four patterns that describe toxic leaders: egotism, ethical failure, incompetence, and neuroticism. In addition, results identified a set of behaviors that suggest early warning signs of toxic leadership. In addition, recommendations include training personnel who participate in the search and selection process for leaders in schools, colleges, and universities so that they are better equipped to assess leadership potential, as well as the potential for toxic leadership. Introduction Leadership matters. History is graced with examples of transformative leaders – leaders who elevated the aspirations of their followers, inspired their vision, and harnessed their collective will to achieve common goals that would have otherwise been unattainable. Gardner and Laskin (2011) provided profiles of exemplary leadership by persons operating in very different fields of endeavor and by employing very different means of influence. However, history is also replete with examples of leaders who have inflicted unspeakable harm on their nations, their companies, their churches, or their schools. The global financial meltdown of 2008 is grist for gripping case studies on failed leadership in both the political and business arenas (George, 2008); and, the horrific child abuse scandals in churches (Bruni, 2013) and systemic cheating on standardized tests by school districts (Wineri, 2013) offer yet more, albeit in different types of organizations. -
The Impact Toxic Or Severe Dysfunctional Leadership Has On
The impact Toxic or Severe Dysfunctional Leadership has on the effectiveness of an organisation. Edward Leet MBA, MHRM This thesis is presented for the degree of Doctor of Philosophy of Murdoch University, March 2011. Page 1 of 279 Abstract The topic of toxic leadership has received tremendous attention in recent times, mainly from the popular media and to a much smaller degree from the research community. The recent rise in corporate failures due to toxic leaders is alarming and the resulting concomitant consequences catastrophic. The phenomenon of toxic leadership has sparked an almost unprecedented and intensive debate on why such leaders were allowed to preside over such disasters to their organisations and to the global business community at large. I investigated the definition of toxic leadership through a Delphi study of senior executives, gathering a comprehensive list of potentially toxic behaviours. From this list I developed a survey instrument of 65 items, administered to 177 respondents. Factor analysis of the data revealed a three factor solution with leadership competency, toxic leadership and indulgent leadership factors. Further, the survey findings demonstrated that toxic leadership and indulgent leadership have different effects on measures of organisational health. Leadership competency can be measured Toxic leadership can be measured Indulgent leadership can be measured Toxic leadership is different from indulgent leadership A Delphi Study can be invaluable as a qualitative tool in the process of developing a test instrument. Page 3 of 279 An instrument can measure organisational health by means of surrogate constructs such as job satisfaction, intention to stay, intention to leave and organisational retention. -
Understanding Toxic Leadership in Higher Education Work Places Through Betrayal Trauma Theory
Educational Reforms Worldwide 115 BCES Conference Books, 2020, Volume 18. Sofia: Bulgarian Comparative Education Society ISSN 1314-4693 (print), ISSN 2534-8426 (online), ISBN 978-619-7326-09-3 (print), ISBN 978-619-7326-10-9 (online) Vimbi Petrus Mahlangu Understanding Toxic Leadership in Higher Education Work Places through Betrayal Trauma Theory Abstract The paper emanates from the Chancellor’s address that I presented on the 5th of March 2019 at the University of South Africa. Betrayal Trauma Theory (BTT) was used as a lens in understanding toxic leadership in work places. BTT focuses on the ways in which toxic behaviour of leaders may violate or negatively affect trust and well-being of employees. Toxic leadership can bring negative consequences to employees’ attitudes toward their leaders and organizations’ well-being, and work behaviours. Employees are the less powerful individuals in the leader-employee relationship. They are characterized by a power differential and constrained in what they can do in response to unfavourable treatments they receive from their bosses. Keywords: toxic leadership, dysfunctional, employee, organisation, Betrayal Trauma Theory, trust, workplace Introduction It is important to recognise dysfunctional behaviour in a leader as early as possible, before discontent and toxicity is spread to the organization. Savas (2019) is of the view that such leadership behaviour may show some earlier signs, such as, inadequate attention to employees, driving an agenda of self-interest and declining organizational climate in higher education due to conflicts in relations. If such dysfunctional behaviour is not recognised as soon as possible, then, the consequences of dysfunctional leadership can be huge, even well beyond the organization itself.