The contextual perspective of leader sensegiving: understanding the role of organizational leadership systems

A-K Neyer; K. Moslein; P. McKiernan

The contextual perspective of leader sensegiving: understanding the role of organizational leadership systems

A-K Neyer, K. Moslein, P. McKiernan

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Abstract

Drawing on a longitudinal, multi-source exploratory study we investigate organizational leadership systems associated with sensegiving. We identified four elements of leadership systems: day-to-day interactive process, leadership metrics, leadership deployment and leadership development. Integrating these analyses across 37 multinational corporations, we show that the leadership system landscape is complex and ambiguous and, therefore, a trigger for leader sensegiving. Given the bounded rationality of individuals a complex and ambiguous leadership surrounding requires leaders to engage in sensegiving rather than in other influencing strategies.

Original language	English
Pages	1-18
Number of pages	18
Publication status	Published - Dec 2013
Event	ANZAM Annual Conference 2013: Managing on the Edge - University of Tasmania, Hobart, Australia Duration: 4 Dec 2013 → 6 Dec 2013

Conference

Conference	ANZAM Annual Conference 2013
Country/Territory	Australia
City	Hobart
Period	4/12/13 → 6/12/13

Keywords

leadership system
sensegiving
organizational leadership

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Neyer-etal-ANZAM-2013-The-contextual-perspective-of-leader-sensegivingAccepted author manuscript, 511 KB

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title = "The contextual perspective of leader sensegiving: understanding the role of organizational leadership systems",

abstract = "Drawing on a longitudinal, multi-source exploratory study we investigate organizational leadership systems associated with sensegiving. We identified four elements of leadership systems: day-to-day interactive process, leadership metrics, leadership deployment and leadership development. Integrating these analyses across 37 multinational corporations, we show that the leadership system landscape is complex and ambiguous and, therefore, a trigger for leader sensegiving. Given the bounded rationality of individuals a complex and ambiguous leadership surrounding requires leaders to engage in sensegiving rather than in other influencing strategies.",

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AU - Moslein, K.

AU - McKiernan, P.

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N2 - Drawing on a longitudinal, multi-source exploratory study we investigate organizational leadership systems associated with sensegiving. We identified four elements of leadership systems: day-to-day interactive process, leadership metrics, leadership deployment and leadership development. Integrating these analyses across 37 multinational corporations, we show that the leadership system landscape is complex and ambiguous and, therefore, a trigger for leader sensegiving. Given the bounded rationality of individuals a complex and ambiguous leadership surrounding requires leaders to engage in sensegiving rather than in other influencing strategies.

AB - Drawing on a longitudinal, multi-source exploratory study we investigate organizational leadership systems associated with sensegiving. We identified four elements of leadership systems: day-to-day interactive process, leadership metrics, leadership deployment and leadership development. Integrating these analyses across 37 multinational corporations, we show that the leadership system landscape is complex and ambiguous and, therefore, a trigger for leader sensegiving. Given the bounded rationality of individuals a complex and ambiguous leadership surrounding requires leaders to engage in sensegiving rather than in other influencing strategies.

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KW - sensegiving

KW - organizational leadership

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M3 - Paper

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Y2 - 4 December 2013 through 6 December 2013

ER -

The contextual perspective of leader sensegiving: understanding the role of organizational leadership systems

Abstract

Conference

Keywords

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