Dynamic capabilities (DCs) are said to allow firms to create, extend, or modify their resource base in a reliable manner (Helfat et al., 2007). This poses a challenge as it requires DCs to enable firms to achieve change but to do so in a reasonably stable manner. This paper addresses this...

This study explores the effects of transformational leadership and adhocracy culture on innovative work behavior and employee performance. The research involved 286 employees from diverse disciplines, primarily in marketing communications and services, based in Ho Chi Minh City. Data analysis...

The world of mergers and acquisitions are often fraught with change, loss of identity and uncertainty for the workers who remain. The consolidation of work-groups can result in new roles, unfamiliar faces, new social structure and the introduction of foreign processes. The need to quickly...

Conventional wisdom suggests that leaders should conform to a style best suited for one’s organization, or at least the best style for a particular role. Yet, this approach implies a unitary approach to leadership and assumes chameleon-like capabilities. (Conger 2004) Recent work on the power...

The clichés, “leaders are born, not made and leaders are made, not born” have been on the social sphere of leadership for quite a while. Is this a chicken-egg dilemma? Leadership generally has certain qualities that humans can point at, acting as conspicuous factors to be emulated. These...

Purpose: Many firms did not have mechanisms in place prior to 2007 to identify and track the weak signals of an impending financial crisis, and as a result they were not prepared for the stresses and opportunities the crisis generated. This paper offers a solution for identifying the weak...

Leadership behaviors of wildland firefighting teams engaged in firefighting activities are “shared” despite the existence of a highly bureaucratic and hierarchical organizational structure. This paradoxical type of leadership appears to be based on individual perceptions of the effectiveness...

The practice perspective of leadership de-emphasizes purpose and rather recognizes pre-reflective forms of intentionality carried out in embodied practices that may be subsequently guided by democratic, emancipatory, and reflexive processes. Although leadership-as-practice should be classified...

Leadership is an evasive phenomenon with problematic constructs; transformational leadership (TL) is defined by its results, which charismatic leadership (CL) may also achieve. Adding charisma to TL’s attributes generated the concept of charismatic-transformational leadership (C-TL)....