1,721,417 research outputs found
Introduction on leadership and turbulence
Full text linkThis introductory chapter examines the relationship between leadership and turbulence, particularly in the context of increasing global uncertainty, interconnected crises, and other examples of turbulence. Drawing on academic research and historical parallels, the chapter emphasizes the critical role of leadership in navigating these turbulent times. It explores the dual impact of turbulence on leadership, highlighting how crises on the one hand elevate the need for adaptive and strategic leaders, while, on the other, also exposing deficiencies in current leadership models. A framework is introduced to analyze turbulence along the dimensions of ‘scale and scope’ and of the organizational level. This provides insights into how societal and organizational leaders can leverage turbulence not just as a threat but also as an opportunity for change. The chapter also critiques the overestimation of current changes as unprecedented, advocating for a balanced perspective informed by history. Ultimately, it sets the stage for the book to understand effective leadership in dynamic and unpredictable contexts
Ten leadership implications and five pieces of follow-up advice
Full text linkThis chapter summarizes key insights from the previous chapters on leadership in turbulent times, presenting ten leadership implications and five pieces of advice. It underscores how turbulence impacts leadership by triggering the ‘crisis reflex’ and increasing the appeal of stereotypical strong or female leaders. Effective leadership responses include crafting and communicating a clear vision, fostering unity through charismatic and identity leadership, and adapting behaviors to organizational changes like hybrid work and AI. Consequently, the chapter emphasizes the need for leader self-awareness, situational flexibility, and a robust power balance to ensure effective governance. As a bridge to Part II, the chapter introduces five critical pieces of advice for leadership in a turbulent era: balancing flexibility with stability; creating contextualized narratives; emphasizing connection with followers; fostering self-reflection in leaders; and maintaining an appropriate power balance in organizations to monitor leadership. These insights set the stage for a more extensive exploration in subsequent chapters
Effective leadership in turbulent times
Full text linkThis chapter investigates effective leadership in times of turbulence, examining examples of high turbulence in conjunction with political leadership at the societal level, and implications for leaders in organizations in the context of systemic changes. Political leaders can show two different, contrasting visions: resisting change by appealing to the past, or embracing change by framing it as an opportunity for progress. Next, the chapter emphasizes the importance of communicating such visions effectively through charismatic and identity leadership. For leaders at the organizational level, structural changes like hybrid working and the rise of AI challenge leaders to adapt their behaviors. Hybrid working requires balancing delegation with equitable treatment of remote and in-office employees, while AI poses both threats and opportunities, particularly in redefining managerial roles. These findings underline the need for leaders to be capable of adapting their behaviors in order to navigate both immediate and long-term challenges in turbulent contexts
Why is it so difficult to change?
Full text linkThis chapter investigates why organizations and leaders themselves often find it difficult to change during turbulent times, focusing on both organizational- and individual-level obstacles. Organizations often fall victim to management fads, pursuing superficial trends without aligning them with specific needs, leading to failed implementations and missed opportunities. Leaders, central to facilitating change, are sometimes the primary barriers due to entrenched behaviors, resistance to adaptation, or the urge to cling to their power. Crucially, structural changes in organizations, like hybrid working or self-managing teams, demand shifts in leadership behaviors that are often inconsistently adopted. The chapter underscores the critical role of self-awareness and adaptability in overcoming these barriers, emphasizing that effective change requires two roles from leaders. They not only need to direct and facilitate change processes in their organizations, but they also—and even more importantly—need to change themselves
The seductive call for ‘new’ leaders
Full text linkThis chapter explores the recurring call for ‘new’ leaders during our turbulent times, focusing on two archetypes: the ‘strong’ leader and the ‘female’ leader. It critically examines why these stereotypical leaders emerge in crises and whether they deliver effective outcomes. The ‘strong’ leader, often associated with authoritarian traits, appeals during uncertainty by promising control and stability, but empirical evidence shows they frequently underperform and harm democratic institutions. Conversely, the ‘female’ leader is idealized for perceived empathy and crisis management skills, particularly during health crises like COVID-19, though robust research does not confirm this gender-based advantage. Both archetypes rely heavily on stereotypes rather than objective assessments of leadership potential. The chapter argues that while stereotypes simplify decision-making, they often lead to suboptimal leader selection. Encouragingly, evidence suggests that stereotypes can evolve, influenced by exposure to more diverse leaders and changing societal norms
Leadership in turbulent times:How do leaders respond?
Full text linkThis chapter explores how leaders respond to turbulence, particularly during acute crises and systemic changes. It highlights the ‘crisis reflex’, where leaders adopt more directive behaviors in response to immediate threats, such as the COVID-19 pandemic or the 2008 financial crisis, confirming the so-called threat-rigidity hypothesis. Drawing on extensive empirical studies, the chapter reveals that these responses are context-dependent, varying by organizational level, sector, and national culture. While directive leadership may provide clarity during crises, its long-term effectiveness is questioned due to its potential to stifle innovation and flexibility. The chapter also distinguishes between acute crises requiring urgent action and systemic changes, like labor market transformations or geopolitical fragmentation, which demand more strategic, long-term leadership approaches. These insights underscore the importance of adapting leadership styles to specific contexts and balancing short-term control with fostering resilience and innovation for sustained organizational success
In the end… as scary as it gets, it's just turbulence
Full text linkThis concluding chapter synthesizes the key insights on effective leadership during turbulent times, emphasizing the context-dependence of leadership behaviors. Revisiting the five foundational pieces of advice—ambidexterity, change vision, identity leadership, leader growth, and power balance—it highlights their interconnectedness and necessity for navigating turbulence. Leaders must balance immediate operational needs with long-term adaptability, develop a compelling vision, foster a shared identity among followers, invest in personal growth, and ensure checks and balances to mitigate power misuse. The chapter underscores the inherent dualities in managing turbulence, such as stability versus exploration, and performance versus learning. It concludes with a sixth piece of advice: humility in leadership. Effective leaders prioritize their responsibilities over personal importance, recognizing that leadership is a means to serve, not an end in itself. This reflection emphasizes the critical role of scientific insights over superficial quick fixes, equipping leaders to tackle turbulence with resilience and adaptability
Firm interconnectedness and resilience:evidence from the Italian manufacturing
Full text linkThis article explores how firm interconnectedness determines firm-level resilience. We argue that firms that engage in outward foreign direct investment are more interconnected, and therefore better equipped to deal with structural and economic shocks, than firms that are not engaged in outward foreign investment. Interconnectedness is measured along two dimensions; cross-border firm linkages and embeddedness in interconnected regions. We use a sample of 13,000 Italian manufacturing firms during the period 2008–2011. We find a positive association between firm interconnectedness and resilience. Moreover, we find the firms that operate in more interconnected regions to be more resilient than firms that operate in relatively isolated regions. Our results offer new insights into the complex interaction between firm and regional interconnectedness
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