Caring and curing by leadership design

2016 ◽  
Vol 30 (6) ◽  
pp. 1-3
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Organizational Design ◽  
Selection Process ◽  
Organization Culture ◽  
Patient Centered ◽  
Content Type ◽  
Descriptive Case Study ◽  
Leadership Structure ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings In a qualitative descriptive case study of the Mayo Clinic leadership, the authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leadership by design: intentional organization development of physician leaders

2016 ◽  
Vol 35 (4) ◽  
pp. 549-570 ◽  
Author(s):  
Stephen Swensen ◽  
Grace Gorringe ◽  
John Caviness ◽  
Dawn Peters
Keyword(s):  
Leadership Development ◽  
Organization Development ◽  
Mayo Clinic ◽  
Organizational Design ◽  
Organization Design ◽  
Content Type ◽  
Descriptive Case Study ◽  
Qualitative Descriptive ◽  
Leadership And Organization

Purpose – The purpose of this paper is: first, to present a qualitative descriptive case study of the Mayo Clinic leadership and organization development philosophy and approach; second, to summarize a strategy for using intentional organization design as a foundation for culturally aligned physician leadership development and third, to describe the Mayo Clinic Leadership Model. Design/methodology/approach – This manuscript is a qualitative descriptive case study of the Mayo Clinic leadership development philosophy and approach. The authors reviewed the organization design and leadership development programs of a leading healthcare institution. In the systematic appraisal, the authors sought to understand the key features and elements of team-based leadership development and the supporting organizational characteristics that guide development with the use of a customized institutional leadership model. Findings – The authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are: patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Effective organization design aligns the form and functions of the organization with leadership development and its mission. Originality/value – This qualitative descriptive case study presentation and analysis offers a unique perspective on physician leadership and organization development in healthcare.

Innovation in alliancing for improved delivery of road infrastructure projects

2017 ◽  
Vol 10 (4) ◽  
pp. 700-720 ◽  
Author(s):  
Che Khairil Izam Che Ibrahim ◽  
Seosamh B. Costello ◽  
Suzanne Wilkinson ◽  
Derek Walker
Keyword(s):  
Selection Process ◽  
Governance Structure ◽  
Content Type ◽  
Project Outcomes ◽  
Creative Solutions ◽  
Qualitative Research Methodology ◽  
Leadership Structure ◽  
Process Risk ◽  
Functional Teams ◽  
Practical Implications

Purpose The purpose of this paper is to explore innovation in alliance contracting in the New Zealand construction industry in terms of features (i.e. development process, risk/reward framework and leadership structure) that could influence successful project outcomes. Design/methodology/approach This study employed a qualitative research methodology. Three alliancing projects have been identified as the cases. By using interviews with the project’s owner and non-owner participants and related project documentation, the relevant features in the three examined cases were identified and compared. Findings The findings revealed differences in the reasoning why a particular alliance approach was implemented, how the alliance selection process was conducted and what kind of leadership structure was adopted. Interestingly, a number of unique and innovative practices to alliancing were also highlighted, notably the innovative agreements, innovative governance structure and innovative functional teams that influence the synergistically creative solutions to suit the clients’ needs. Practical implications The innovative practices identified in this study have brought the alliancing concept to a new level of practice in the industry. The findings provide a basis and a platform for discussion, both nationally and internationally, to gain greater understanding in managing different alliance contracting towards breakthrough outcomes. Originality/value This study extends the alliancing procurement literature, in particular, but also provides significant insights into innovative advancements to the collaborative procurement approaches.

Transforming the scope of the bank through fintechs: toward a modularized network governance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Piotr Łasak ◽  
Marta Gancarczyk
Keyword(s):  
Organizational Design ◽  
Banking Sector ◽  
Transaction Cost Economics ◽  
Empirical Studies ◽  
Theoretical Framework ◽  
Network Governance ◽  
Content Type ◽  
Ict Adoption ◽  
Conceptual Foundations ◽  
Practical Implications

PurposeThe aim of this paper is to develop a theoretical framework of the transformation of the bank's scope driven by fintechs.Design/methodology/approachThe conceptual foundations for a comprehensive transformation of the bank governance through financial technologies (fintechs) are underexplored. In order to develop such foundations, the authors adopt transaction cost economics (TCE), the concepts of external enablers and a modular organizational design, as well as a systematic literature review.FindingsThe results point to three scenarios of the banks' scope, depending on the adopted technological mechanisms and related effects that change the characteristics of organizational activities, justifying new bank boundaries. The most advanced application of fintechs results in a modularized network scenario leading to the emergence of financial ecosystems.Research limitations/implicationsThe proposed micro-perspective of decisional rules in an individual organization is unique in the current literature that predominantly focuses on the banking sector at large. The identified scenarios are valuable for solid theoretical and empirical grounding and can be further exploited in decision simulations and empirical studies.Practical implicationsThe proposed theoretical framework points to the rationales and consequences of adopted technologies for the boundaries of a bank organization.Originality/valueThis paper provides three contributions to the literature on technology-driven transformations of organizations with a focus on banks. First, the authors elaborate a theoretical framework for establishing the bank's boundaries in response to the expansion of financial technologies. Second, the authors add to the knowledge accumulation in the area of organizational transformations based on the ICT adoption, in particular, to the literature on the modular organizational design. Third, the authors contribute to the decision-maker practice by proposing the alternative options of banks' scope transformed through fintechs.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

The individualism of motivation

2019 ◽  
Vol 18 (3) ◽  
pp. 96-103
Author(s):  
Andrew Mayo
Keyword(s):  
Employee Engagement ◽  
Psychological Contract ◽  
Extrinsic Motivation ◽  
Well Being ◽  
Human Condition ◽  
Goal Theory ◽  
Content Type ◽  
External Stimulation ◽  
Writing Models ◽  
Practical Implications

Purpose The purpose of this paper is to examine the components that drive employee engagement and show how important it is to understand the individualism of motivation as against generic assumptions. Design/methodology/approach This paper defines employee engagement and takes four drivers that influence it in turn. These are analysed and discussed, particularly as to the individualistic elements of them. Two approaches to understanding individual goals and priorities are illustrated. Findings There are four drivers of engagement, namely, the absence of dissatisfaction or irritation factors, intrinsic motivation (inner driven) and extrinsic motivation (external stimulation) and personal well-being. Each of these have highly individualistic elements, and models based on a generic human condition do not work effectively. Two instruments for understanding this individualism are illustrated, one based on goal theory and another based on the psychological contract. Practical implications Many motivational efforts fail because of an assumed commonality in what motivates people. The reality is that different personalities and different personal goals and values require individual approaches. Successful engagement demands that leader/managers make it a priority to understand each one of their people in these terms. Originality/value This paper is based mostly on the writing, models and experience of the author.

How do I know I am valued?

2014 ◽  
Vol 26 (3/4) ◽  
pp. 188-201 ◽  
Author(s):  
Julia Claxton
Keyword(s):  
Servant Leadership ◽  
Employee Engagement ◽  
Three Dimensional ◽  
Content Type ◽  
Shared Purpose ◽  
Rich Data ◽  
Glaserian Grounded Theory ◽  
Authentic Pride ◽  
Depth Interviews ◽  
Practical Implications

Purpose – The purpose of this paper is to understand the phenomena of an employee “being valued” in the context of a manufacturing SME. Design/methodology/approach – A qualitative study using rich data from in-depth interviews following a classical (Glaserian) grounded theory. Findings – A three dimensional concept of authentic pride enablement, altruistically-orientated shared-purpose and servant leadership explained the reasons people felt valued. Research limitations/implications – The limitations were that this study was in one context Practical implications – The implications are that if organisations consider a servant leadership approach, enabling of authentic pride and fostering of altruistically-orientated shared-purpose, this may help employees feel valued. Social implications – This has implications for how organisations can show their employees that they are valued. Originality/value – “Being valued” is a concept/construct that is widely quoted as a driver for employee engagement and yet rarely unpacked.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Fueling leadership in yourself: a leadership development program for all types of health-care workers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nathan Houchens ◽  
Stacy L. Sivils ◽  
Elizabeth Koester ◽  
David Ratz ◽  
Jennifer Ridenour ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Experiential Learning ◽  
Employee Engagement ◽  
Health Care Workers ◽  
Development Program ◽  
Learning Methods ◽  
Content Type ◽  
Daily Work ◽  
Care Workers

Purpose Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work. Design/methodology/approach The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections. Findings A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series. Practical implications Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers. Originality/value Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.

How to increase employee engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Performance ◽  
Case Studies ◽  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Growth Mindset ◽  
Positive Outcomes ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings An engaged workforce is critical to organizational performance. Firms can increase engagement levels by developing a learning culture and empowering its employees. Positive outcomes are likelier still with individual workers who possess a strong growth mindset. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A decade of teaching followership: retrospective and guide

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
John Basil Read III
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Organizational Agility ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Industrial Age ◽  
Knowledge Age ◽  
Leadership Instruction ◽  
The Impact

Purpose The purpose of this paper is to explore the benefits of incorporating the tenants of followership into leadership curriculums as a means of increasing employee engagement in the organization’s mission. Design/methodology/approach Five years ago, the author reported on the impact instruction in followership had in helping a government agency achieve a significant change in workplace culture. This paper provides an update on the agency’s followership instruction, insights on how development of followership skills can enhance organizational agility, collaboration and engagement and strategies for incorporating followership into a leadership development curriculum. Findings The literature suggests that followers can partner with the leader to advance organizational objectives and enhance outcomes through proactive participation. Evidence from three followership programs suggests that indoctrination in followership principles leads to better understanding of the impact follower contributions play in achieving mission-related goals. Research limitations/implications Much of today’s leadership instruction leverages industrial-age concepts on treatment of followers in the workplace. This type of instruction limits leader/manager thinking on how to best leverage the knowledge-age talents resident in the workforce. This paper suggests that followership instruction increases the potential for followers to make meaningful contributions that enhance organizational agility and competitiveness while simultaneously improving leader strategies for engaging followers. Originality/value Instruction in the principles of followership is gaining momentum in academia and in the public and private sectors. Yet, the number of resources for teaching the subject is limited. This paper provides insights into the impact of teaching followership, suggestions on structuring a followership curriculum and recommends resources for creating meaningful instruction.

Sign in / Sign up

Export Citation Format

Share Document