This study develops a research model that explains the development of team performance based on team reflexivity theory and social cognitive theory. In the model, team performance relates to consid...

Modelling leadership and team performance: the moderation of politics and leadership self-efficacy

Constant organizational changes and simultaneous confrontation with different ‘rationalities' of their stakeholders have become a new 'normality' in social work management organizations. This chapter addresses the design, implementation, and sustainable development of an innovative transformation framework of leading digital change consisting of four interrelated phases: (1) identification of the demand for change, (2) development of a digital change strategy, (3) implementation of digital transformation, and (4) monitoring and optimization. This framework can be applied at the level of individual change agents, change programs and initiatives, and to the organization itself. Future research needs to discuss benefits and drawbacks to related challenges in its implementation that require organizational learning, the replacement of old management practices, the development of new digital literacy skills and leadership competencies, and the facilitation of personnel development to mobilize the staff to enact changes in their behavior, values, and attitudes in volatile environments and uncertain times.

Leading Digital Change and the Management of Hybridity in Social Work Organizations

Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation on the HRM implications of global teams for international organizations First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams These challenges span levels of analysis, time and space Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the ‘best practices’ and ‘alignment’ dichotomy Lastly we look to the future to consider implications for research We propose a rich research agenda focused on the complexities of the global team context

/pdf/towards-a-strategic-understanding-of-global-teams-and-their-3ffvqxt395.pdf

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Servant leadership is a form of moral-based leadership where leaders tend to prioritize the fulfillment of the needs of followers, namely employees, customers and other stakeholders, rather than satisfying their personal needs. Although the concept is not new among both academics and practitioners, it has received growing consideration in the last decade, due to the fact that it can positively affect a series of individual and organizational outcomes, such as job satisfaction and organizational commitment. In particular, the latest trend in literature has focused on the identification of the antecedents, mediating and moderating mechanisms at the basis of this relationship, as well as on the development of a common scale to measure the construct across diverse economic and cultural contexts. The purpose of this paper is to depict the evolution of the scientific literature that has developed on the concept, to identify the main criticalities and provide avenues for future research. A dynamic methodology called “Systematic Literature Network Analysis” has been applied, combining the Systematic Literature Review approach with the analysis of bibliographic networks.

/pdf/servant-leadership-a-systematic-literature-review-and-thqyeb1ffl.pdf

Servant Leadership: a Systematic Literature Review and Network Analysis

Good Soldiers Instead of Good Change Agents: Examining the Dual Effects of Self-Sacrificial Leadership on Pro-Social Behavior and Change-Oriented Behavior in Teams

https://journals.sagepub.com/doi/pdf/10.1177/0149206321994173

Serving to Help and Helping to Serve: Using Servant Leadership to Influence Beyond Supervisory Relationships:

Research on human resource management (HRM) has long aspired to understand how HR managers could facilitate positive employee outcomes in their organizations. Existing studies typically suggest tha...

Serving to help and helping to serve: Employee reactions to HR manager servant leadership

The nature of work is undergoing major changes as a result of technological progress (Wajcman, 2008, 2014). This is likely to reshape the way in which organizations organize and structure activitie...

Brave New HR?The Changing Nature of Work and the Management of Human Resources

While previous research acknowledges the importance of line manager interpretations of information coming from the HR department for explaining various employee attitudes and behaviors, less is known about the antecedents of these interpretations, also known as HR attributions. This paper provides a qualitative examination of the interplay between three key antecedents of HR attributions, namely, line manager beliefs about the HR department, information from the HR department and context. Our analysis is based on 30 interviews with HR professionals and line managers in three units of one organization. Our findings suggest that differences in context have a strong impact on line manager beliefs about HR, influencing the way line managers see HR practices, processes and the role of the HR department, and consequently the way they interpret information coming from HR. Our analysis extends our understanding of the variability in line manager interpretations of HR information. Our results contribute to existing research on HRM strength and HR attributions by highlighting the importance of focusing not only on the consistency of the HR system, but also on individual line managers beliefs about HR, and the context in which HR processes take place.

/pdf/examining-missing-pieces-of-the-human-resource-hr-1dnjl6rc.pdf

Hertta Vuorenmaa

Papers

Serving to Help and Helping to Serve: Using Servant Leadership to Influence Beyond Supervisory Relationships:

Serving to help and helping to serve: Employee reactions to HR manager servant leadership

Brave New HR?The Changing Nature of Work and the Management of Human Resources

Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context