Innovating Through Reflective Learning in Mindful Organizations

2019 ◽  
pp. 246-261
Author(s):  
Elif Baykal
Keyword(s):  
Organizational Learning ◽  
Leadership Style ◽  
21St Century ◽  
Authentic Leadership ◽  
Reflective Learning ◽  
Effective Learning ◽  
Knowledge Based ◽  
Innovative Work ◽  
Fierce Competition ◽  
Positive Work

In the 21st century, being affected by the demanding business atmosphere and fierce competition among players, contemporary organizations have changed their priorities. The rivalry among ambitious organizations created knowledge-based economies that are possible through effective learning and high levels of organizational awareness. In this chapter, it is suggested that these requirements for effective learning and high awareness in companies address the need for mindful individuals and mindful organizations. And mindfulness in organizations are good for establishing meaningful ways to promote organizational learning and creates the baseline for more innovative work atmospheres. Furthermore, authentic leadership, most congruent leadership style for positive work atmospheres which is charachterized by authenticity, transparency, and high levels of awareness, has been presented as a suitable leadership style for mindful and innovative organizations. And moreover, it is proposed that under authentic leadership, mindful organizations will be succesful in benefting from reflective learning which will contribute to higher levels of innovativeness.

Empathy and Mindfulness

2016 ◽  
Vol 7 (4) ◽  
pp. 1-14 ◽  
Author(s):  
Aishwarya Singh ◽  
Santoshi Sengupta ◽  
Swati Sharma
Keyword(s):  
Information Technology ◽  
Leadership Style ◽  
Authentic Leadership ◽  
New Technologies ◽  
Leadership Skills ◽  
Organizational Outcomes ◽  
It Industry ◽  
Fierce Competition ◽  
Role Of Information

As the upsurge of information continues due to globalization of economies in the wake of fierce competition, the role of information technology becomes more important than ever. The dynamics of business arena requires leaders in the IT industry who are well versed with new technologies as well as at the same time exhibit essential leadership skills that builds trust to ensure success. This paper discusses an empirical research aimed at identifying the antecedents for authentic leadership style for the professional in the IT sector by examining empathy and mindfulness as potential antecedents to authentic leadership. The questionnaire was completed by 250 respondents from the Indian IT sector. Findings reveal that empathy of a leader is significantly related to the development of authentic leadership. However, mindfulness is not related to authentic leadership. The paper identifies empathy as a potential antecedent of authentic leadership that is intended to foster positive organizational outcomes. Intense literature review reflects that only few studies have been conducted focusing on the antecedents of authentic leadership. The study attempts to fill this void.

scholarly journals Authentic Leadership and Innovation: What is the Role of Psychological Capital?

2020 ◽  
pp. 27-42
Author(s):  
Dewiana Novitasari ◽  
Dwi Ferdiyatmoko Cahya Kumoro ◽  
Teguh Yuwono ◽  
Masduki Asbari
Keyword(s):  
Leadership Style ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Simple Random Sampling ◽  
Work Behavior ◽  
Global Business ◽  
Innovative Work Behavior ◽  
Manufacturing Company ◽  
Innovative Work ◽  
The Relationship

This research aims to measure the effect of authentic leadership style and psychological capital on the innovative work behavior of a manufacturing company in Indonesia. Psychological capital also plays a role as a mediation between the relationship between authentic leadership and innovative work behavior. Data collection was carried out by simple random sampling to the 303 population. The returned and valid questionnaire results were 231 samples. Data processing was using the SEM method with SmartPLS 3.0 software. The results of this research are authentic leadership style and psychological capital have a positive and significant effect on innovative work behavior. Psychological capital as a mediator for the relationship between authentic leadership style and innovative work behavior. This novel research is proposing a model to enhance innovative work behavior among employees of a manufacturing company in Indonesia through authentic leadership practice and psychological capital. This research can pave the way to improve employee readiness in facing global business competition.

scholarly journals Assessing the Impact of Authentic Leadership and Team Climate on Innovative Work Behavior with in Self-Managed Teams in IT Organizations

2019 ◽  
Vol 8 (2S4) ◽  
pp. 329-333
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Work Behavior ◽  
Team Climate ◽  
Team Members ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
It Organizations ◽  
The Impact

Purpose: The main aim of this study is to assess the role played by Authentic Leaders in the follower’s perspective, The study constructs of Team Climate on Innovative Work Behaviour within Self manged teams in IT organisations. Design/Methodology/Approach: The sample data has been obtained from five major IT organizations in Chennai and Bangalore region. Selected organizations mainly comprise of the Software Developer’s Team under the Self-Managed Team base. Findings: Authentic leadership develops the feeling of trust among the team members and facilitates a conducive climate. Only in such scenarios it would lead to affirmative discussion and optimistic criticism which would enable to overcome lacunas if any. Conducive climate develops the trust and confidence among the team members where by employees gain the confidence of trying innovative ideologies. Implications: To create such an environment organization should create an ideal structure with maximum work autonomy along with accountability and responsibility. In other words, hygiene factors coined by Herzberg should be existing only then we can motivate the employees. Scope: The study involves only one particular form a leadership style whereas the study can be examined under various forms of leadership styles, Ekvall and Arvonen in the year 1994 identified a blend of leadership style which exhibited the leadership style possessing traces of three different leadership styles.

(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

2017 ◽  
Vol 19 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Greg Procknow ◽  
Tonette S. Rocco ◽  
Sunny L. Munn
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Belief Systems ◽  
Self Awareness ◽  
Persons With Disabilities ◽  
Deficit Model ◽  
The Disabled

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

scholarly journals REFLECTIONS OF CREATIVITY IN THE 21ST CENTURY CLASSROOM

2021 ◽  
Vol 4 (1) ◽  
pp. 100-108
Author(s):  
Mutlu Soykurt
Keyword(s):  
Effective Teaching ◽  
21St Century ◽  
Teaching Strategies ◽  
21St Century Skills ◽  
Thinking Skills ◽  
Innovative Teaching ◽  
Effective Learning ◽  
21St Century Classroom ◽  
The Way

Creativity has long been on the agenda of those innovative and inspirational teachers who have devoted themselves to doing their jobs more effectively. 21st century teachers are required to fit their skills, abilities and thinking skills into the latest improvements and changes in effective learning pedagogies and look for ways not only to make necessary adaptations in their curriculum, but also go beyond to stimulate learners to develop certain thinking skills to learn. This study mainly puts emphasis on innovative teaching strategies and some out-of-the-box ideas about the way teachers should convert their ideas to be effective in class to shed a new light on effective teaching. Keywords: creativity, EFL classes, creative activities, 21st century skills

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

An explanatory model of authentic leadership, flourishing and work–family balance of nurses in French hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Séverine Chevalier ◽  
Hélène Coillot ◽  
Philippe Colombat ◽  
Grégoire Bosselut ◽  
Laure Guilbert ◽  
...  
Keyword(s):  
Leadership Style ◽  
Psychological Health ◽  
Authentic Leadership ◽  
Explanatory Model ◽  
Positive Outcomes ◽  
Content Type ◽  
Family Balance ◽  
Work Family Balance ◽  
Work Family ◽  
The Relationship

Purpose This study aims to investigate the relationship between a positive leadership style [i.e. authentic leadership (AL)] and nurses’ psychological health (i.e. nurses’ flourishing and satisfaction with work–family balance), including psychological capital (PsyCap) as a mediational variable. Design/methodology/approach A cross-sectional study was conducted with a self-report questionnaire including 1,076 nurses from public and private hospitals in France. Findings Structural equation modeling results revealed that AL is related to nurses’ flourishing and satisfaction with work–family balance and that PsyCap acted as a partial mediator between this leadership style and positive outcomes. Practical implications This research indicated that hospitals can enhance nurses’ psychological health not only in their work but also in their lives in general by improving leaders’ authentic management style and developing PsyCap (e.g. staffing, training and development). Originality/value An original feature of this paper concerns its focus on the mediating role of PsyCap in the relationship between AL and these positive outcomes. Moreover, this study underlined the influence of leadership style on nurses’ psychological health beyond occupational health. The research makes a valuable contribution to the existing AL literature by establishing a new explanatory model of AL and nurses’ psychological health in the French context. It also highlights the interest in developing this leadership style in health-care settings.

How Knowledge Creation Capabilities Lead to Competitive Advantage

2014 ◽  
pp. 36-52 ◽  
Author(s):  
Tingting (Rachel) Chung ◽  
Ting-Peng Liang ◽  
Chih-Hung Peng ◽  
Deng-Neng Chen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Learning Effectiveness ◽  
Managerial Practices ◽  
Organizational Creativity ◽  
Theoretical Examination ◽  
Knowledge Based ◽  
Critical Knowledge ◽  
The Relationship

This chapter examines the roles of organizational creativity and organizational learning effectiveness in explaining the processes through which knowledge creation capabilities help firms to obtain and sustain competitive advantage. The proposed model specifies that organizational learning effectiveness plays a pivotal role in the relationship between knowledge creation and creativity. New knowledge develops better routines that make operations more efficient and effective. As organizations learn from newly generated knowledge, not only do they improve existing processes, but dynamic capabilities also develop to integrate knowledge into creative ideas, novel solutions, and new products and services. This theoretical examination leads to the proposition that organizational learning effectiveness mediates the relationship between knowledge creation capabilities and organizational creativity. This chapter also examines whether the effect of knowledge creation processes on organizational creativity exists in all organizations or is contingent on the nature of the organization’s knowledge. Based on the common understanding that tacit and explicit knowledge differ substantially in their codifiability and transferability, the authors specify the moderating role of knowledge characteristics in the process of using knowledge management to foster organizational creativity. The theoretical examination leads to the proposition that the degree of tacitness of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity mediated by organizational learning effectiveness. Finally, the authors argue that the degree of institutionalization of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity, which is in turn mediated by organizational learning effectiveness. Implications for research and managerial practices are discussed.

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