TARU PUBLICATIONS
Journal of Statistics and Management Systems cover

Journal of Statistics and Management Systems

(Since 1998)
Hybrid ·Peer-reviewed·ISSN (Online): 2169-0014·ISSN (Print): 0972-0510

Indexed in ABDC Australia

Powered by:Powered by

Monthly Journal: Publishes peer-reviewed aticles on theoretical and applied statistics and management systems, expoloring industrial statistics, actuarial and decision sciences.

Issues up to 2022 co-published with and available at:Taylor & Francis Online
submissions@tarupublications.com
Taru Online First Current IssueSpecial IssuesBrowse all Issues
Journal of Statistics and Management Systems
Open Access Research Article

Managing the smart workforce and need for non-traditional leadership styles: Literature review from the perspective of practitioner

* , ,

* Corresponding author · click or hover a name for details

pp. 1093–1108Vol. 26Issue 5July 2023DOI: 10.47974/JSMS-1163XML
Published Online:
20 Sep 2023
Article type:
Research Article
Language:
EN
Article no.:
JSMS-1163
Pages:
1093–1108

Abstract

Leadership is simpler than actually executed or operationalized in actual organizational settings. Despite leadership theories, frameworks and conceptual approaches, the organizational failure rate is still the high. This certainly points to growing reality that something needs to be reviewed. The concurrence of failures strictly points to the reality that all is not well. Leadership and organizational resilience nexus are age old and needs serious review. The research hence addresses the diverse notions of leadership-organizational failure nexus and presents discussion regarding the possible tools of leadership and explores the leadership styles as fueling real organizational potential for effective organizational performance. The research deduced that selective styles seem more relevant in view of timely realization of business goals and objectives.

Keywords

Leadership styleOrganizational failureDynamic capabilitiesTechnologyOrganizational resilienceMISSmart workforceOrganizational performanceRevenue oriented organizations

Subject Classifications

20-0020-06

References

[1] Anderson, J., & Wijk, G. V. Customised executive learning: A business model for the twenty first century. Journal of Management Development, 29(6), 545-555 (2010).
[2] Apascaritei, P., & Elvira, M. M., Dynamizing Human Resources: An integrative view of SHRM and dynamic capabilities research. Human Resource Management Review, 32(1), 2-4 (2022).
[3] Arthur, W. B. Designing economic agents that act like human agents-A behavioral approach to bounded rationality. American Economic Review, 81(2), 353-59 (1991).
[4] Askin, N. In the current crisis,less hierarchial companies show special resilience. INSEAD Knowledge:Leadership and Organisations, 28-31 (2020).
[5] Auvinen, T., Riivari, E., & Sajasalo, P. Lessons learned from Traditional and New Age Leadership. In A. Eskola, Navigating through changing times: Knowledge work in complex environments, pp. 103-05 (2017). Taylor and Francis.
[6] Budhi, Haryanto, Et-al.Cognet Business and Management. Moderating role of Transformational Leadership in the relationship between work- conflict and employee Performance (Paper citation in JIOS)
[7] Bakker, A. B., & Demerouti, E. Job Demands-Resources Theory: Taking stock. Journal of Occupational Health Psychology, 22(3), 275-79 (2017).
[8] Baskin, K., Five traits of the workforce of the future. MIT Sloan Management Review, 45-46 (2022).
[9] Batchelder, Brosman, & Ashwin., The development and validation of the empathy components questionaire. PLOS ONE, 34-35 (2017).
[10] Bateman, & Snell., Management:The new competitive landscape. McGraw Hill (2004).
[11] Bednar, P. M., & Welch, C., Scoio Technical perspectives on smart working: Creating meaningful nad sustainable systems. Information Systems Frontiers, 281-89 (2020).
[12] Bienkowska, A., & Tworek, K., The moderaitng role of IT in process of shaping organizational performance by dynamic capabilities of controlling. Applied Sciences, 11(2), 889 (2021).
[13] Charan, R., What defines a successful organzations? Harvard Business Review, 3-5 (2022).
[14] Constantino, A. K. (2022, September 21). https://www.cnbc.com/2022/09/21/workers-need-empathetic-flexible-boss-research-indicates.html. Retrieved January 07, 2023, from Your workplace desperately need this type of boss: https://www.cnbc.com/2022/09/21/workers-need-empathetic-flexible-boss-research-indicates.html.
[15] Demerouti, E., & Bakker, A. B. Multiple levels in job demands-resources theory: Implications for employee well being and 
performance. In E. Diener, S. Oishi, & L. Tay, Handbook of well being, pp. 2-6 (2018). Salt Lake City: DEF Publishers.
[16] Diener, F., & Spacek, M., Digital Transformation in Banking: A managerial perspective on barriers to change. Sustainability, 3-5 (2021).
[17] Drago, H. F., Moura, G. L., & Silva, L. S., Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior. SN Business and Economics, 3(5), 1-3 (2023).
[18] Duhigg, C. (2016). https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html. Retrieved 2023, from What Google Learned From Its Quest to Build the Perfect Team.
[19] Durth, S., & Gandhi, N., HR’s new operating model. People and Organizational Practice, 25-26 (2022).
[20] Erlebach, J., & Pauly, M., The Sun is setting on traditional banking. BCG Review, 24-29 (2020).
[21] Fainshmidt, S., Pezeshkan, A., Nair, A., & Markowski, E., Dynamic capabilities and organizational performance: A meta analytic evaluation. Journal of Management Studies, 53(8), 1348-51 (2016).
[22] Flauto., Walking the talk: The relationship between leadership and commnication competence. The Journal of Leadership Studies, 6(1/2), 87-89 (1999).
[23] Fries, K. Seven ways Millennials are changing traditional leadership styles. Forbes (2018, January).
[24] Garicano, & Rayo. Why Organizations fail: Models and Cases. Journal of Economic Literature, 138-46 (2016).
[25] Ghoshal, S., & Bartlett, C. A. The individualised corporation: A fundamentally new approach to management. Heinemann (1998).
[26] Goffee, R., & Jones, G. Leading clever people. Harvard Business Review, 1-4 (2007).
[27] Gotz, T. Digital intelligence at Atos Part One: Successfully leading digitally intelligent people. Harvard Business Review, 3-4 (2021).
[28] Hamel, G., & Breen, B. The future of Management. Harvard Business School Press (2007).
[29] Heise, A. (2019). https://www.linkedin.com/pulse/why-traditional-leadership-style-doesnt-work-anymore-angela-heise?trk=pulse-article. Retrieved 2023, from Why the traditional leadership style does not work anymore.
[30] Hill, L. A., & Telards, E. What makes a great leader? Harvard Business Review, 23-24 (2022).
[31] Hopp, W. J., & Iravani, S. M. Managing white collar work: An operations oriented survey. Production and Operations Management, 18(1), 1-32 (2009).
[32] Hu, H., Jadoul, Q., & Reich, A. How banks can build their future workforce? McKinsey Quarterly, 121-23 (2021).
[33] Karelaia, N., & Heyden, L. V., Leading in wicked times: A radical shift to inquiry,humility and fairness. INSEAD Knowledge: Working Paper, 2-5 (2020).
[34] Kellett, Humphrey, & Sleeth., Empathy and the emergence of task and relations leader. The Leadership Quarterly, 17(1), 146-162 (2006).
[35] Knight, R., How to manage people who are smarter than you. Harvard Business Review, 2-4 (2015).
[36] Lannotta, M., Meret, C., & Marchetti, G., Defining leadership in smart working contexts: A concept synthesis. Organizaitonal Psychology, 3-5 (2020).
[37] Li, F., The digital transformation of business models : A holistic framework and emerging trends. Technovation, 92-93(2), 2-5 (2020).
[38] Liu, L., Yu, B., & Wu, W., The formation and effects of exploitative dynamic capabilities and explorative dynamic capabilties: An empirical study. Siustainability, 11(2), 2-11 (2019).
[39] Manyika, J. Technology, Jobs and the future of Work. McKinsey Quarterly, 12-15 (2017).
[40] McCleskey, J. A., Situaitonal,Transformational and Transactional Leadership and Leadership Development. Journal of Business Studies Quarterly, 5(4), 117-119 (2014).
[41] Mikalef, P., & Pateli, A. Informaiton technology enabled dynamic capabilities and their effect on competitive performance. Journal of Business Research, 70(1), 1-16 (2017).
[42] Owoseni, A., Hatsu, S., & Tolani, A. How do digital technologies influence the dynamic capabilities of micro and small businesses in? The Electronic Journal of Information Systems in Developing Countries, 88(2), 3-4 (2022).
[43] Pager, & Quillian. (2005). Walking the talk? What the employers say versus what they do. American Sociological Review, 70(3), 355-380.
[44] Peng, M. P., Zhang, Z., Yen, H. Y., & Yang, S. M. Dynamic capabilities and firm performance in the High-Tech Industry: Quadratic and moderating effects under different ambidexterity levels. Sustainability, 11(18), 2-5 (2019).
[45] Salas, E., Burke, C. S., & Fowlkes, J. E. Challenges and approaches to understanding leadership efficacy in multi cultural teams. Cultural Ergonomics, 4(1), 341-45 (2004).
[46] Scharf, S., & Weerda, K. How to lead in a hbrid environment. McKinsey Quarterly, 34-35 (2021).
[47] Schoemaker, P. J., Leih, S., & Teece, D. J. Innovation, dynamic capabilities and leadership. California Management Review, 2-3 (2018).
[48] Seema, Nidhi, Ashneet, & Anuj. Transformational leadership and employee performance amid COVID-19 crisis. Journal of Information and Optimization Sciences (JIOS) review (2022).

Views: 195Downloads: 42Citations: 0