Browsing by Author "Pearce, Craig L."

Now showing 1 - 6 of 6

Citation - WoS: 4
Citation - Scopus: 3
Developmental Health Services Leadership: Integrating Hierarchical and Shared Leadership for Health Services Organizational Learning
(2015) Pearce, Craig L.
The purpose of this article is to articulate a model of, as well as a call to action for, health services leadership, with a particular emphasis on the role of health services leadership in organizational learning. More specifically, I articulate a model that poses two antecedents of health services hierarchical leadership-leader responsibility disposition and environmental cues-as important predictors of empowering leadership. In turn, I assert that empowering leadership from above will engender an inclination toward shared leadership among followers. Subsequently, I venture that both empowering hierarchical leadership and shared leadership are precursors of health services organizational learning. I specify several research directions for future scholarship. More importantly, I identify multiple measures that policy makers and practitioners can take to enhance health services leadership and organizational learning.
Citation - WoS: 41
Citation - Scopus: 49
Enhancing Our Understanding of Vision in Organizations: Toward an Integration of Leader and Follower Processes
(2016) Berson, Yair; Pearce, Craig L.; Waldman, David A.
We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.
Citation - WoS: 8
Citation - Scopus: 8
Introduction To the Special Issue: the Leadership Imperative for Sustainability and Corporate Social Responsibility
(2015) Pearce, Craig L.; Stahl, Guenter K.
The world is at a tipping point. We are simultaneously on the edge of unprecedented wealth creation and catastrophic implosion, as a result of many geopolitical forces. On the one hand, the financial crisis precipitated mainly by events in the United States, and the ripple effects throughout Europe and the rest of the world are slowly coming under control. Yet, at the same time, much of the world is restive. Sub- Saharan Africa, particularly Nigeria, Niger, Cameron and Chad, are in de facto war with extremists intent on returning the region to the Stone Age. The same is true in Syria and the region around it, as we see various groups struggle for complete domination. In Eurasia, Russia has invaded, or threatened to invade multiple of its neighbors (e.g., Estonia, Georgia, Mol-dova, Ukraine). The Taliban is resurging, threatening peace and tranquility in but another beleaguered region.
Citation - WoS: 18
Citation - Scopus: 18
Serving One Another: Are Shared and Self-Leadership the Keys To Service Sustainability?
(2015) Wassenaar, Christina L.; Pearce, Craig L.; Skaggs, Bruce C.; Manz, Charles C.
Service has received increasing attention in the management literature, yet sustainability of service is often overlooked. In this Incubator we examine the potential for client involvement through shared and self-leadership to foster empathy enhanced service and reduced costs, both of which may support a more sustainable service delivery process. Copyright (c) 2015 John Wiley & Sons, Ltd.
Citation - Scopus: 7
Shared Leadership in Practice: When Does It Work Best?
(Academy of Management, 2015) Pearce, Craig L.; Wassenaar, Christina L.
Leadership is generally thought to flowfromthe top to the bottom in organizations. In fact, a cursory glance at the popularpress shows very clearly that top organizational leaders—the Chief Executive Officer orManaging Director—are often glorified as being the brains behind the success of the entire organization (e.g., Ray Kroc ofMcDonald’s, Bill Gates ofMicrosoft) or vilified as the cause of an organization’s downfall (e.g., Kenneth Lay of Enron). A look behind the scenes, however, shows a far more complex situation.
Citation - WoS: 2
Citation - Scopus: 5
Where Do We Go From Here? Is Responsibility Sustainable?
(2015) Wegge, Juergen; Pearce, Craig L.
In this special issue we have brought together a veritable ‘‘dream team’’ of thought leaders, and rising stars, from academia, consulting and the c-suite to address the ‘‘Leadership Imperative for Sustainability and Corporate Social Responsibility.’’ Clearly, the decisions and actions of individual leaders matter to the social performance and long-term viability of their organizations. Ultimately, activities such as formulating sustainability policies, engaging in community outreach programs, supporting social causes, or seeking alternatives to disruptive layoffs are the result of managerial decisions, and so are activities that are widely considered unethical, such as bribery, fraud, environmental pollution, and employment discrimination. While corporate executives are constrained in their ability to engage in these activities by corporate governance regulations, company policies, and the law, they have some degree of discretion in their choices. David Waldman, a noted leadership scholar, put it succinctly:‘‘Firms do not make decisions pertaining to responsibility or CSR; leaders do."