Vodenje s posluhom: Robert Hrgota

Posted on by Miha Škerlavaj

Sezona za slovenske smučarske skakalce je zaključena in to izjemno uspešno. Kdo so ljudje v ozadju tega kontinuiranega uspeha? Kako voditi zvezde in iz njih oblikovati tim srčnih ljudi? O tem in še marsičem, sva se z Anjo Hlača Ferjančič na Valu 202 pogovarjala s trenerjem slovenske reprezentance Robertom Hrgoto. Naša korespondenca se začne nekako takole “Kje pa sta mene našla?“. Beri, “ kaj lahko jaz povem o vodenju? “ – Veliko, zelo veliko! Recimo: “Ni problem, če te drugi hvalijo. Problem je, če to začneš verjeti sam.” ali pa o tem, kako ga je izkušnja prejetega zaupanja pripravila tudi za vlogo vodje, ki je to postal skozi krizno situacijo.

Vabljeni k poslušanju.

Podcast on post-heroic leadership with Anita Krohn Traaseth

Posted on by Miha Škerlavaj

Early this month, I had an incredible honoring opportunity to act as guest speaker at the leadership podcast with Anita Krohn Traaseth, famous Norwegian multiple CEO, entrepreneur, board member, spiritus agens in European innovation ecosystem, and incredibly sincere leader as well as Hege Janson Skogen, young and aspiring leader that co-hosts the podcast. It is part of the conversations with leaders about leadership on the podcast Godt nok for de svina (Good enough for bastards). Even though I do not see myself anywhere close to the flattering description below, I also utterly enjoyed our conversation and welcome you to listen to it at Podimo.

Nordic leadership: Leave your ego at the door (feature in the Forbes)

Posted on by Miha Škerlavaj

What is it that Nordic leaders can teach the rest of us? This is the overall question journalist Sally Percy at Forbes asked Rebecca Piekkari (Alto University, Finland), Magnus Larsson (Copenhagen Business School, Denmark), and Miha Škerlavaj (having both perspectives from BI Norwegian Business School and University of Ljubljana through our numerous leadership interactions). We argue it is pragmatism, systemic view, as well as empowerment that makes the difference. Hope you will enjoy the read.

Source: https://www.forbes.com/sites/sallypercy/2022/06/27/leave-your-ego-at-the-door–what-nordic-leaders-can-teach-us/?sh=4c8ad519ba55

Intervju v Podobah znanja

Posted on by Miha Škerlavaj

Vabljeni k poslušanju pogovora z novinarko Nino Slaček na radiju ARS, ki v oddaji Podobe znanja gosti letošnje prejemnike Zoisovih nagrad in priznanj. Počaščen sem, da se lahko tudi sam podelil nekaj besed o prispevkih znanosti o ravnanju z znanjem in inovativnostjo, ki jih ustvarjamo z mojimi soavtorji. Pogovarjala sva se tudi o tem, kako lahko znanost o organizacijskem vedenju in vodenju prispeva k reševanju najbolj perečih izzivov sedanjosti in prihodnosti.

https://4d.rtvslo.si/arhiv/podobe-znanja/174749565

Intervju o postherojskem vodenju v času krize

Posted on by Miha Škerlavaj

Zmotno je prepričanje, da težki časi kličejo po avtoritarnih vodjih, ki imajo vse odgovore. Vabljeni k poslušanju podcasta na Valu 2020, kjer sva se z novinarko Anjo Hlača Ferjančič pogovarjala o vodjih, ki nimajo vseh odgovorov in se obnašajo ustrezno ponižno. Znajo pa zato toliko bolj aktivno povezati vse tiste, ki dobro poznajo svoj delček sestavljanke. Post-herojsko vodenje je vodenje tudi za krizne čase.

Vodenje s posluhom: Od eksperta do vodje

Posted on by Miha Škerlavaj

Vodenje s posluhom – nova oddaja in podcast na Valu 202, kjer se bova s so-voditeljico Anjo Hlača Ferjančič ukvarjala z zanimivimi temami vodenja in se srečevala s še bolj zanimivimi sogovorci. V prvi oddaji Od eksperta do vodje gostujeta doc. dr. Damjan Osredkar​, predstojnik pediatrične nevrološke klinike Univerzitetnega kliničnega centra v Ljubljani in Grega Milčinski​, direktor in ustanovitelj podjetja Sinergise. Oba izjemna in hkrati skromna, post-herojski vodji učbeniškega formata. Vabljeni k poslušanju in pa … stay tuned!

 

Understanding knowledge hiding at work

Posted on by Miha Škerlavaj

Following decades of research and practical focus within the area of knowledge work on sharing and transfer, the attention has now shifted towards understanding the other side – knowledge hiding. Why do people hide what they know, who do they hide it from, what role do leaders play, and above all what can organizations do about it? These are the kind of questions authors of the special issue Journal of organizational behavior Understanding knowledge hiding at work asked themselves.

Here are the articles:

 

As special issue editors, we (Catherine Connely, Matej Černe, Anders Dysvik, and Miha Škerlavaj) are also deeply grateful to all the anaonymous yet immensely developmental work of our reviewers, editor in chief Suzanne Masterson, editorial team of JOB, contributing authors (those accepted and those that were not), and everybody else involved in pushing the boundaries of behavioral science further. Thank you!

Talking Tom has a case study (Outfit7)

Posted on by Miha Škerlavaj

In less than a decade, Talking Tom and friends have become a household name around the world with number of downloads exceeding the global population. A fascinating story of how Outfit7, the company behind the scenes of Talking Tom has been started up, scaled up, how founders exited and how it is developing recently as one of rare entrepreneurial unicorns under the new ownership. Many thanks to my co-authors Spencer Harrison (INSEAD) and Žiga Vavpotič (Outfit7 member of the board), all the contributing interviewees including Iza Login (the founder of Outfit7), Xinyu Qian (CEO), all the participating leaders and employees from Outfit7 as well as dedicated staff from the INSEAD to get the story out in the open. Three-part case study is now available from the INSEAD case publishing, the Case centre and now also from the Harvard business school publishing. Our greatest hope is that it will spark fruitful discussions and learning in the educational institutions around the world.

Abstract:
 Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 8 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.

Pedagogical Objectives:
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.

Keywords:
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork

Book to celebrate 75th anniversary of BI Norwegian Business School

Posted on by Miha Škerlavaj

BI Norwegian Business School is celebrating 75th anniversary. Many of our colleagues have therefore contributed to the book At the forefront, looking ahead to link our recent research hoping to address the challenges of the present and future.  The whole book is available for free as open access, my five cents From Creativity to Innovation: Four Leadership Lessons about Capitalizing on High-potential Ideas in Chapter 11. Below is the chapter abstract:

Creative ideas fuel modern organizations and are increasingly salient in times of change. However, novelty—one defining characteristic of creative ideas—is associated with risk. That being said, highly creative ideas tend to represent the most potential, relative to the value they add to organizations and their members. How can leaders increase the odds of successfully transforming high-potential creative ideas into innovative realities? This chapter reviews the most current research findings on optimizing high-potential creative ideas to render the innovation advances they promise. It summarizes and exemplifies the following four leadership lessons: 1) change agents, 2) supportive leadership, 3) integrating multiple perspectives from assorted stakeholders, and 4) facilitating creative employee behavior in the workplace. Research suggests that effectively capitalizing on high-potential ideas in organizational settings requires active leadership that involves a mastery of the competencies of relevant change agents, as the development of new ideas requires rigorous in-context management of the change process. Leaders need to show two-dimensional support of tasks and individuals, not only to provide resources and assistance as needed, but also to facilitate proactive behaviors by challenging employees to depart from the status quo. The successful leader, above all, recognizes that capitalizing on creativity is a social process that requires contributions from multiple viewpoints, and that various stakeholders need to be involved.

 

 

Relational leadership and creativity

Posted on by Miha Škerlavaj

What kind of leader-employee relationships matter most in terms of creativity? This is the question Stine Therese S. Berg (OSM Aviation Management), Arnhild Grimstad (Google Ireland), Miha Škerlavaj (BI Norwegian Business School), and Matej Černe (University of Ljubljana, Slovenia) asked ourselves in the most recent publication from European Management Journal with the title Social and economic leader-member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity .

Here is the abstract:

In the current study we explore the relational aspect of leadership for stimulating employee creative behavior. Drawing on leader-member exchange (LMX) theory, we propose that the association between two distinct types of leader-member exchange relationships (social [SLMX] and economic [ELMX]) and creative behavior is mediated by employee willingness to take risks and moderated by emotional carrying capacity. Based on two-wave data from a sample of 147 employees, we surprisingly find only marginal support for the association between SLMX and creative behavior, and, as expected, we find no support for the association between ELMX and creative behavior. We do find evidence of the full mediation of willingness to take risks in these two associations. Furthermore, we also find a positively significant interaction of SLMX with emotional carrying capacity (ECC), but no support for the interaction of ELMX with ECC in predicting employee creative behavior. We contribute to a deeper view of understanding the leadership of employee creativity as a relational process, contingent upon both employee characteristics as well as the nature of leader-member exchange.