Leadership of Networks and Performance

A Qualitative and Quantitative Analysis

verfasst von: Susanne Ruckdäschel

Verlag: Springer Fachmedien Wiesbaden

Buchreihe : Markt- und Unternehmensentwicklung Markets and Organisations

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

In contrast to hierarchical leadership within intra-organizational contexts, leaders of inter-organizational networks have to lead across organizational boundaries without hierarchical fiat or directive authority. The central research question of Susanne Ruckdäschel is how leadership behavior of network managers can influence network performance. Hereby, relational leadership in the form of empowering leadership is regarded as decisive criterion. Her study focuses on the interplay between network leaders and network companies. The perspectives of both the network managers and the network members are illuminated. Therefore, first, a mixed methods study is conducted from the perspective of the network managers and second, a quantitative analysis based on a structural equation model focuses on the perspective of the network members.

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract

Leadership in the 21^st century means leading in a “new era of leadership” (Barton, Grant and Horn, 2012). An increasingly dynamic, uncertain, globalized, and interconnected environment has profound implications not only for organizations but also for their leaders (Crevani, Lindgren and Packendorff, 2010). The current information and knowledge age requires a new kind of leadership to take advantage of the key resources of knowledge and human capital, as knowledge-intensive activities require exchange processes and people-oriented or relational approaches of leadership. Relational leadership is about stimulating those relationships and fostering interactive processes to “make things happen”, often by influencing the actions of others (Huxham and Vangen, 2000, p. 1160). Uhl-Bien (2006, p. 655) states that “knowing is always a process of relating”.

Susanne Ruckdäschel

2. Definitions

Abstract

An analysis of leadership of networks requires first of all a detailed definition of the relevant terms, namely (1) networks and their governance, and (2) leadership as well as network leadership.

Susanne Ruckdäschel

3. Theoretical Framework: Network Performance and Network Leadership

Abstract

Development of a comprehensive model of leadership requires depiction of three distinct levels of analysis: the leader, the followers, and the performance outcomes of this relationship. Prior studies have shown that most leadership theories can be incorporated in this model (Yukl, 1989, 2010; Hernandez, et al., 2011). Leadership is constructed through interaction, as “followers exist because of leaders and leaders exist because of followers” (Hogg, 2001, p. 185). In interaction, leaders elicit follower behaviors and depend on the cooperation of the followers, just as followers depend on the leader. Leaders and followers are closely intertwined and embedded in a common social system.

Susanne Ruckdäschel

4. Empirical Analyses

Abstract

Following the theoretical analysis, empirical analyses will investigate network leadership and performance implications from two perspectives: the network management and the network members. The primary distinguishing feature of this study is that network management and network members from the same network have been consulted. Consequently, two levels of analysis are empirically investigated. Several researchers have advocated surveying multiple informants to increase the reliability and validity of the results and to reduce common method bias (Kumar, Stern and Anderson, 1993). However, up to now interorganizational research has primarily focused on single informants owing to the inherent complexity underlying inter-organizational settings (Kumar, Stern and Anderson, 1993). This study is also distinctive in that it compares various networks across different cultures, namely the Anglo-American and Germanic European cultures.

Susanne Ruckdäschel

5. Summary of the Results

Abstract

The following Table 12 provides a short, summarizing overview of the results of the comprehensive study of network managers and network members and the accepted hypotheses as well as the hypotheses that were not supported. Hereby, hypotheses H1, H2, H4 respectively H4a, H7, and H8 were supported. Hypotheses H3 and H5 were accepted for the relational performance measures, such as satisfaction and future retention, but not supported for the performance measures of innovative activity. Hypotheses H4b and H6 were not supported at all.

Susanne Ruckdäschel

6. Discussion

Abstract

The aim of the discussion section is to elucidate how this study intends to “change[s], challenge[s], or otherwise fundamentally advance[s], existing […] understanding” (Geletkanycz and Tepper, 2012, p. 259) of network leadership and network performance. Therefore, I first discuss the results in general and then specifically draw theoretical as well as practical implications and suggest avenues for future research.

Susanne Ruckdäschel

7. Conclusion

Abstract

This investigation has tried to enhance the understanding of how leadership is made to happen in inter-organizational networks and to provide a more refined understanding of leadership of networks. The importance of studying leadership of networks is underlined by Parkhe, Wasserman and Ralston (2006, p. 560), who note that “networks are reshaping the global business architecture”. Moreover, the “current period is marked by a growing prevalence of the network form of organization. The ubiquity of networks, and networking, at the industry, firm, group, and individual levels has attracted significant research attention” (Parkhe, Wasserman and Ralston, 2006, p. 560). Therefore, the implications of this study extend far beyond networks – to leadership in the 21^st century (Barton, Grant and Horn, 2012).

Susanne Ruckdäschel

Backmatter

Titel: Leadership of Networks and Performance
verfasst von: Susanne Ruckdäschel
Verlag: Springer Fachmedien Wiesbaden
Electronic ISBN: 978-3-658-07033-5
Print ISBN: 978-3-658-07032-8
DOI: https://doi.org/10.1007/978-3-658-07033-5