Action leadership, multi-contingency theory and fit

Organization Design: The Evolving State-of-the-Art (Information and Organization Design Series)

D. D. Haakonsson, R. M. Burton, B. Obel, and J. Lauridsen, “Action leadership, multi-contingency theory and fit,” in Organizational design, R. M. Burton, B. Eriksen, D. Døjbak Håkonsson, and C. C. Snow, Eds., Springer US, 2006, p. 181–201.

Abstract

What is a good measure for an action-oriented leadership style to employ in the Multi-contingency Model? We develop leadership dimensions of delegation and uncertainty avoidance using factor analysis and test its implications, here on strategic implementation. An explore-exploit view of strategy is similarly confirmed using factor analysis. Using these complementary measures, we test four misfit hypotheses. Of the four, the data from medium-sized Danish enterprises support two hypotheses: a strategy of low exploration is a misfit with a leadership style of high delegation; a strategy of low exploitation is a misfit with a leadership style of high uncertainty avoidance. For researchers, an action-oriented leadership approach is integral to the multi-contingency theory and greatly enriches our theory of organizational design. For CEOs, leadership is made operational and action-oriented to solve problems and resolve misfit conditions for good performance.

BibTeX

@inbook {dojbaketal2006b,
publisher = {Springer US},
booktitle = {Organizational Design},
editor = {Burton, Richard M and Bo Eriksen and Døjbak Håkonsson, Dorthe and Snow, Charles C},
pages = {181--201},
isbn = {0387341722},
year = {2006},
title = {Action leadership, multi-contingency theory and fit},
url = {http://dx.doi.org/10.1007/0-387-34173-0\\\_10},
priority = {0},
organization = {Springer US},
doi = {10.1007/0-387-34173-0\\\_10},
citeulike-linkout-0 = {http://dx.doi.org/10.1007/0-387-34173-0\\\_10},
abstract = {What is a good measure for an action-oriented leadership style to employ in the Multi-contingency Model? We develop leadership dimensions of delegation and uncertainty avoidance using factor analysis and test its implications, here on strategic implementation. An explore-exploit view of strategy is similarly confirmed using factor analysis. Using these complementary measures, we test four misfit hypotheses. Of the four, the data from medium-sized Danish enterprises support two hypotheses: a strategy of low exploration is a misfit with a leadership style of high delegation; a strategy of low exploitation is a misfit with a leadership style of high uncertainty avoidance. For researchers, an action-oriented leadership approach is integral to the multi-contingency theory and greatly enriches our theory of organizational design. For CEOs, leadership is made operational and action-oriented to solve problems and resolve misfit conditions for good performance.},
asin = {0387341722},
biburl = {https://zeal.global/publications/},
urltitle = {action-leadership-multi-contingency-theory-and-fit},
author = {Haakonsson, Dorthe Døjbak and Burton, Richard M and Obel, Børge and Lauridsen, Jørgen}
}