scholarly journals Cultivating a Culture of Value: A Call for Resonant Leadership

2022 ◽  
Vol 61 (1) ◽  
pp. 3-4
Author(s):  
Angela Clark ◽  
Denise K. Gormley ◽  
Christine Colella ◽  
Greer Glazer
Keyword(s):  
Resonant Leadership

An empirical investigation of innovation process in Indian pharmaceutical companies

2019 ◽  
Vol 23 (3) ◽  
pp. 500-523 ◽  
Author(s):  
Usha Lenka ◽  
Minisha Gupta
Keyword(s):  
Information Sharing ◽  
Leadership Style ◽  
Innovation Process ◽  
Proactive Personality ◽  
Team Leaders ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Resonant Leadership ◽  
Creativity And Innovation

Purpose The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D) teams of pharmaceutical firms operating in India were the unit of analysis. Design/methodology/approach Data were collected from 352 leaders and equal number of team members working in R&D teams. Responses were collected through questionnaire survey method. Questions to measure variables of members’ proactive personality, emotional intelligence, trust, task reflexivity, team creativity and innovation adoption were answered by team leaders. Similarly, questions on variables, resonant leadership style of team leaders, team information sharing process and climate for innovation were answered by team members. Out of 450 distributed questionnaires, 352 completely filled responses were finally obtained, with a response rate of 78 percent. Data were analyzed through structural equation modeling using AMOS 21.0 software package. Findings Findings of the study reveal that members’ proactive personality, emotional intelligence and trust enhance members’ learning ability called task reflexivity. This learning is further promulgated with the intervention of team information sharing process and support for innovation. Team creativity enhances innovation implementation in organizations. However, resonant leadership style of team leaders does not support task reflexivity. Practical implications Overall, the study highlights that creativity is promulgated when information is disseminated among members in a supportive climate for innovation. Organizations can create and innovate by developing capability of members who are proactive, emotionally intelligent and who trust their colleagues, so that team members can rationally judge organizational priorities, learn from their colleagues, plan and execute novice ideas to serve market needs. Originality/value R&D team enhances creativity and innovation in organizations by leveraging their talent and skills. This work is an attempt to develop an innovation process model in Indian pharmaceutical organizations to promulgate creativity and innovation through R&D teams.

scholarly journals Leadership Styles in Nursing

2020 ◽  
Author(s):  
Serpil Çelik Durmuş ◽  
Kamile Kırca
Keyword(s):  
Health Services ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nurse Managers ◽  
Leadership Skills ◽  
Relational Leadership ◽  
Resonant Leadership ◽  
Autocratic Leadership ◽  
Recent Developments

Recent developments in the field of management-organization and organizational behavior and new concepts have also led to the emergence of new leadership styles in leadership. Leadership in health services is important for following innovations and adapting to current situations. Nurses working together with other health personnel in hospitals providing health services constitute an important group in leadership. Nursing, which is a key force for patient safety and safe care, is a human-centered profession, and therefore leadership is a key skill for nurses at all levels. The leadership styles of nurse managers are believed to be an important determinant of job satisfaction and persistence of nurses. The need for nurses with leadership skills and the need for nurses to develop their leadership skills are increasing day by day. There are several leadership styles defined in nursing literature. These leadership styles are examined under the titles of relational leadership style, transformational leadership, resonant leadership, emotional intelligence leadership, and participatory leadership. The task-focused leadership style is explored under the headings of transactional and autocratic leadership, laissez-faire leadership, and instrumental leadership.

Achieving triple “P” bottom line through resonant leadership: an Indian perspective

2016 ◽  
Vol 65 (5) ◽  
pp. 694-703 ◽  
Author(s):  
Usha Lenka ◽  
Binita Tiwari
Keyword(s):  
Leadership Style ◽  
Positive Emotions ◽  
Triple P ◽  
Spiritual Beliefs ◽  
Socialization Process ◽  
Bottom Line ◽  
Content Type ◽  
A Value ◽  
Resonant Leadership ◽  
Level Of Consciousness

Purpose – The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple “P” bottom line. Design/methodology/approach – A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple “P” bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus. Findings – Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple “P” bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple “P” bottom line. Originality/value – Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.

scholarly journals MANAGEMENT AND ECONOMICS STUDENTS’ EMOTIONAL PROFILE

2021 ◽  
Author(s):  
Beatrix Séllei ◽  
Keyword(s):  
Higher Education ◽  
Interpersonal Skills ◽  
Work Flow ◽  
Psychological Profile ◽  
Emotional Competencies ◽  
Social Competencies ◽  
Education Data ◽  
Resonant Leadership ◽  
Economics Students ◽  
Management Students

Although emotionally resonant leadership is widely known, higher education doesn’t focus on the development of emotional-social competencies of students. In this paper, the author presents the positive psychological profile of management and economics students and suggests renewing higher education. Data came from the 1st semester of economics and management students (n=826). Students in each year have a homogenous profile. They are extroverted, with an interesting positive psychological profile. Based on their emotional profile, students are good in many intrapersonal emotional intelligence factors, interpersonal skills, or mood. But, they have lower scores in stress-related emotional competencies. Their relatively low Grit score shows that they are likely to lose focus, although this is one key to work-flow and longtime perseverance.

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