The strategy and change interface: Understanding 'Enabling" processes and cognitions

The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organisations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude out editorial by identifying some yet unanswered questions

A multi-level analysis of team climate and interpersonal exchange relationships at work

This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager–employee dyads working in 36 teams. At the individual level, leader–member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team–member exchange (TMX) and mediated the LMX–TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong

Effect Sizes for Research: A Broad Practical Approach

Effect Sizes for Research: A Broad Practical Approach, by Grissom, R. J., and Kim, J. J., is reviewed

Emotional Intelligence as a Moderator of Emotional Responses to Leadership

Abstract Purpose This study seeks to examine how follower’s emotional intelligence influences their emotional reactions to leadership. Design/Methodology/Approach Data were collected at two points in time. First, I assessed the emotional intelligence of 157 participants in a laboratory setting. Then, a few weeks later, an experiment manipulating leadership behavior was conducted with same participants. After viewing the leader, the participants’ emotional reactions to their attributions of the leader’s behavior were assessed. Findings In line with expectations, emotional intelligence was associated with different emotional responses to attributions for the leader’s behavior. Specifically, participants lower on emotional intelligence had more extreme emotional responses to the leader than their more highly emotionally intelligent counterparts. Research Limitations/Implications Although emotional intelligence has received a lot of scholarly attention with regard to predicting performance and leadership emergence, we need to learn more about how it influences emotional responses at work. Practical Implications If emotional intelligence helps promote less extreme emotional reactions at work, emotional skills should be developed in employees. Originality/Value This study is the first to examine emotional intelligence as a moderator of emotional reactions to attributions of leadership charisma and intent