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 – 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!
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:
- Understanding knowledge hiding in organizations (in open access)
- Different motivations for knowledge sharing and hiding: The role of motivating work design
- Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism
- Leader‐signaled knowledge hiding: Effects on employees’ job attitudes and empowerment
- Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange
- Rivals or allies: How performance‐prove goal orientation influences knowledge hiding
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!
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.
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.
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.
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
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.
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.
Welcome to read and comment our recent research piece on autonomy, job crafting, and leadership – Sut I Wong, Miha Škerlavaj and Matej Černe (2016): Build Coalitions to Fit: Autonomy Expectations, Competence Mobilization, and Job Crafting, Human Resource Management.
Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader-subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job-crafting behavior. A two-stage field study of 145 leader-subordinate dyads using cross-level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed.
Advantage (BI alumni magazine) is out. Among many interesting reads, featuring an interview with my humble self. A really good opportunity for a bit of self-reflection when engaged with such a thoughtful conversationist. https://issuu.com/bi_business_school/docs/advantage
This time our team (Matej Cerne, Anders Dysvik and myself) banged our heads together to see how important is leadership support for innovation process (idea implementation to be precise). I am truly proud to announce that editor and reviewers at prominent management journal Leadership Quarterly found our contribution significant both for leadership and innovation scholars as well as practitioners and have accepted it for publication. Below are some details:
Škerlavaj, Miha, Černe, Matej, & Dysvik, Anders (In press): I get by with a little help from my supervisor: Creative idea generation, idea implementation, and perceived supervisor support. Leadership Quarterly.
In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regards to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we examine perceived supervisor support as a moderator of the curvilinear inverse U-shaped relationship between idea generation and implementation. In line with our second hypothesis, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.
The following article is now available online and in press.
Cerne, M., Maric, M., Dimovski, V., Penger, S., & Skerlavaj, M. (2014): Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction, Australian Journal of Management: 39(3): 453-471 .
We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.