New Patterns of Management.

textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Because they are victims of short-term economic pressures and "parochial politics", most American companies critically lack the one factor proven effective in winning competitive advantage: leadership. Thus argues John P. Kotter in this, his third large-scale work on leadership, which continues and complements the work begun in his influential "The General Managers" and "Power and Influence". With compelling evidence, Kotter demonstrates why most American firms do not have the leadership capacity they currently need and explains what they must do to correct this damaging problem. Using comprehensive data from 900 senior executives in 100 American corporations, as well as in-depth interviews with 150 top managers in fifteen successful companies, including General Electric, Citicorp, IBM, Hewlett-Packard, and Coca-Cola, Kotter singles out the practices that develop superior leadership. He identifies both the specific personal attributes and general leadership qualities needed in today's corporations. And, with the spotlight on such individuals as Lee Iacocca at Chrysler and teams like the top management at Johnson & Johnson, he vividly illustrates the four factors that create outstanding leadership in both private and public sector senior and middle level managers. Professor Kotter underscores his argument with glaring examples of managerial failures in firms like ITT, providing eye-opening evidence of damage-- inability to control sagging productivity and poor records in customer service, quality control, and the development of new products-- caused primarily not be poor R&D or labor problems, but by a weak leadership capacity. Filled with dozens of case histories, "The Leadership Factor" reveals an all-too-common picture of companies which, unable to recognize or develop leadership talent and utilize it, create a pervasive gap in corporate planning and personal management. Progress has been made in improving quality management, but is has been limited. Kotter is hard-hitting in his assessment that even American companies which achieve a superior level of success in the leadership area-- IBM, DuPont, Dow Jones, Hewlett-Packard, and Anheuser-Busch, for example, must do even better to match efforts of foreign competitors. In showing how leaders are made, not born, he provides a realistic program structured to help attract, retain, and motivate dynamic, capable leaders in executive and middle management positions. Following Kotter's advice, companies can build strong managerial teams necessary not only for growth-- but also for survival itself.

The Leadership Factor

Increasing Leadership Effectiveness

Purpose – The purpose of this paper is to examine the effect of job redesign as well as that of the interaction effect of job redesign and job satisfaction on employee performance. Design/methodology/approach – The qualitative research method is used, i.e., in-depth interviews, to validate the questionnaire which is modified based on the well-established Job Diagnostic Survey instrument. A large-scale questionnaire survey was conducted in 2012 taking the hotel and resort industry and the banking industry in Thailand as its research sites. Multiple regression analysis was used to analyse the survey data obtained from 295 sample respondent managers. Findings – It is found that job redesign is significantly and inversely related to employee performance. Meanwhile job satisfaction is found to be positively and significantly related to employee performance. Moreover, the interaction effect between job redesign and job satisfaction is found to be positively and significantly related to employee performance. Fur...

The interaction effect of job redesign and job satisfaction on employee performance

The relationship between leadership styles, which managers practice, and their motivation, which drives them in accomplishing their organizational goals, is analyzed in this paper. For this purpose, on the sample of 40 Croatian managers, it is determined which is the dominant leadership style (by using the Likert's system) and to which degree it is applied at a particular management level. Subsequently, in accordance with Herzberg's two factor theory, the motivational influence on particular leadership style, considering management level, is being analyzed from the aspect of extrinsic and intrinsic motivation.1. INTRODUCTIONCompanies today face strong/fierce competition which creates numerous and considerable challenges. Hence, the need for a continuous improvement of company's effectiveness and efficiency by creating competitive advantage in order to survive arises. For this purpose, every company must, among other things, exploit the full potential of its employees, and leadership plays a crucial role in the process. It is considered that leadership is the key factor in directing all organizational components towards effective accomplishment of organizational goals (Burns, 1978) and it needs to provide interaction between all members of the organization. Leaders set goals and lead their followers in accomplishing them (Chaleff, 1995), and it is crucial how dedicated to these goals the followers are (Kelley, 1992). The survival of an organization lies in its ability to preserve its effectiveness and in its preparedness to accomplish its mission and goals (Northouse, 2007), which are being achieved with the support of effective leadership. However, in order for leadership to be effective, it is necessary that the leadership style is compatible with the motivational needs of the followers (Argyris, 1976; Maslow, 1954), otherwise the effectiveness will decrease. By definition, leadership is closely related to human resources, which are considered today the key factor of every company's success. Therefore, a company cannot be successful without skilful leadership, without initiation of follower's activity and without encouraging employees' high motivation and engagement.Experience has shown that leadership and motivation are in a mutual interaction - the most motivated followers have the most motivated leadership and vice versa. Therefore, the understanding of motivation is a powerful management's mean in achieving company's goals. Namely, understanding the behavior, foresighting, directing, changing, and even controlling the behavior in organizations are all necessary preconditions for effective leadership aimed at achieving company's goals, mission, and vision (Blanchard/Hersey, 1993, p. 13). It is considered that motivated and satisfied individuals can ensure survival and growth of a company in a dynamic and highly uncertain environment because of the strong influence leadership has on employees' individual performances and their involvement in achieving company's goals (Hellriegel et al., 1992, p. 477). In other words, delivering high performances is directly connected with the relationship between leadership style and followers' motivational needs. This fact has encouraged many researches which have tried to provide an answer which leadership style is the most appropriate. This quest has resulted in significant leadership theories - from trait theory, through the behavioral and contingency theory, to the contemporary approaches to leadership such as transactional, transformational, interactive, and servant leadership. There are numerous authors who have contributed to these theories and approaches - from Mayo and Lewin, McGregor, Argyris and Likert, to Fiedler, Yetton, Vroom, Handy, Bennis, Yammarino, Greenleaf and numerous others.Numerous researches of relationship between leadership style and motivation have shown that leadership style influences motivation. Mehta et al. (2003), for example, in their researches on leadership style, motivation, and performances, showed that different leadership styles influence motivation. …

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The relationship between managers' leadership styles and motivation

The purpose of this paper is to analyze the preferences of Croatian managers regarding the traits, skills, and leadership styles. Results on the sample of 207 Croatian managers indicate the existence of presumed traits and skills, as well as preferences of appropriate leadership styles in the everyday managerial activities. Also, an interdependence of all these factors has been observed, regardless of the demographic characteristics of the surveyed managers.

Traits, skills and leadership styles of managers in Croatian firms

https://journals.sagepub.com/doi/pdf/10.1177/23409444211022749

Ana Juras

Papers

The relationship between managers' leadership styles and motivation

Traits, skills and leadership styles of managers in Croatian firms

Cross-echelon managerial design competencies: Relational coordination in organizational learning and growth performance: