The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment

Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.

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Guanxi HRM and employee well-being in China

Employee Relations ◽

10.1108/er-09-2019-0379 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Li Liu ◽

Yu Jia

Keyword(s):

Emotional Exhaustion ◽

Design Methodology ◽

Well Being ◽

Psychological Needs ◽

Basic Psychological Needs ◽

Dark Side ◽

Mediation Model ◽

Content Type ◽

Moderated Mediation Model ◽

Needs Theory

PurposeDrawing on basic psychological needs theory, this paper aims to delineate how an indigenous Chinese concept guanxi HRM would undermine employee well-being in China.Design/methodology/approachThe authors tested this moderated mediation model based on a survey of 321 Chinese employees.FindingsThe results are consistent with the hypotheses except for the moderating effect when employee well-being is operationalised as emotional exhaustion.Originality/valueThis study contributes to the literature by investigating the dark side of guanxi via basic psychological needs theory and acknowledging the multidimensionality of employee well-being in the Chinese workplace.

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Do Group and Organizational Identification Help or Hurt Intergroup Strategic Consensus?

Journal of Management ◽

10.1177/0149206318788434 ◽

2018 ◽

Vol 46 (2) ◽

pp. 234-260 ◽

Cited By ~ 6

Author(s):

Jeanine Pieternel Porck ◽

Daan van Knippenberg ◽

Murat Tarakci ◽

Nüfer Yasin Ateş ◽

Patrick J. F. Groenen ◽

...

Keyword(s):

Social Identity Theory ◽

Organizational Identification ◽

Group Identification ◽

Process Research ◽

High Group ◽

Positive Effects ◽

Strategy Process ◽

Intergroup Relationships ◽

Strategic Consensus ◽

Management Literature

Implementing strategy demands an organizationwide effort, where teams should not operate in isolation. A challenge many organizations face in implementing their strategy is eradicating silo thinking and creating shared understanding of strategy between interdependent teams—that is, intergroup strategic consensus. However, strategy process research is silent on how such intergroup strategic consensus can emerge. Drawing on social identity theory, we offer a lens to understand what influences the degree of intergroup strategic consensus. We unveil a tension between organizational and group identification such that organizational identification enhances intergroup strategic consensus, whereas group identification reduces it. Moreover, we hypothesize that high group identification crowds out positive effects of organizational identification on intergroup strategic consensus. Data from 451 intergroup relationships between 92 teams within a service organization support these hypotheses. We replicate our results using 191 intergroup relationships between 37 teams from another organization. These results allow us to develop an understanding of intergroup strategic consensus, expand the conversation in strategy process research to between-team interdependencies, and challenge the assumption in management literature and practice that higher identification is always desirable.

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Response Interference as a Mechanism Underlying Implicit Measures

European Journal of Psychological Assessment ◽

10.1027/1015-5759.24.4.218 ◽

2008 ◽

Vol 24 (4) ◽

pp. 218-225 ◽

Cited By ~ 28

Author(s):

Bertram Gawronski ◽

Roland Deutsch ◽

Etienne P. LeBel ◽

Kurt R. Peters

Keyword(s):

Task Performance ◽

Psychological Research ◽

Implicit Measures ◽

Mediation Model ◽

Response Interference ◽

Relevant Evidence ◽

Moderated Mediation Model ◽

Stimulus Features ◽

Underlying Mechanisms

Over the last decade, implicit measures of mental associations (e.g., Implicit Association Test, sequential priming) have become increasingly popular in many areas of psychological research. Even though successful applications provide preliminary support for the validity of these measures, their underlying mechanisms are still controversial. The present article addresses the role of a particular mechanism that is hypothesized to mediate the influence of activated associations on task performance in many implicit measures: response interference (RI). Based on a review of relevant evidence, we argue that RI effects in implicit measures depend on participants attention to association-relevant stimulus features, which in turn can influence the reliability and the construct validity of these measures. Drawing on a moderated-mediation model (MMM) of task performance in RI paradigms, we provide several suggestions on how to address these problems in research using implicit measures.

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Employee Strengths Use and Thriving at Work

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000262 ◽

2020 ◽

Vol 19 (4) ◽

pp. 197-205

Author(s):

He Ding ◽

Xixi Chu

Keyword(s):

Self Efficacy ◽

Mediation Model ◽

Model Data ◽

Strengths Use ◽

Moderated Mediation Model ◽

Indirect Relationship ◽

Relationship Of ◽

The Relationship ◽

Humble Leadership ◽

Thriving At Work

Abstract. This study aimed to investigate the relationship of employee strengths use with thriving at work by proposing a moderated mediation model. Data were collected at two time points, spaced by a 2-week interval. A total of 260 medical staff completed strengths use, perceived humble leadership, self-efficacy, and thriving scales. The results of path analysis showed that strengths use is positively related to thriving, and self-efficacy mediates the relationship of strengths use with thriving. In addition, this study also found perceived humble leadership to positively moderate the direct relationship of strengths use with self-efficacy and the indirect relationship of strengths use with thriving via self-efficacy. This study contributes to a better understanding of how and when strengths use affects thriving.

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