Browsing by Author "Giustiniano, Luca"
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- Are relationally transparent leaders more receptive to the relational transparency of others? An authentic dialog perspectivePublication . Rego, Arménio; Cunha, Miguel Pina e; Giustiniano, LucaUsing a sample of 114 leaders (described by 516 team members), we show empirically that the association between leader relational transparency and leader receptiveness to relational transparency of team members is indirect (through leader respect) and conditional on leader humility. When a transparent leader expresses humility, he/she conveys respect to team members and is perceived as more receptive to the relational transparency of employees toward him/her. The indirect association between leader relational transparency and leader receptiveness to the relational transparency of team members is negative, however, when the leader is perceived as non-humble. Our paper contributes to discussion about the limits of relational transparency as an indicator of authentic leadership. We suggest that what is often described as relational transparency is no more than unidirectional transparency—from leaders to followers. We conclude that transparency (and authenticity) in leaders is relational only when it is bidirectional.
- Gritty leaders promoting employees’ thriving at workPublication . Rego, Arménio; Cavazotte, Flávia; Cunha, Miguel Pina e; Valverde, Camilo; Meyer, Marcel; Giustiniano, LucaFour studies (a vignette-based experiment conducted in Portugal and Brazil, a two-wave multisource field study in Portugal, a three-wave field study in the United States, and a multisource field study in Portugal), in which conscientiousness, a “rival” of grit, was controlled for, provide theoretical and empirical evidence for a model testing what (e.g., grit in leaders), why (e.g., employee self-attributed grit), and when (e.g., leader support) grit supports thriving at work. First, gritty employees are more likely to thrive. Second, conveyed leader grit (i.e., grit as perceived by employees) predicts employee grit. Third, conveyed leader grit and leader self-attributed grit are conceptually different, and although the two relate positively with employee self-attributed grit, the former is a better predictor of employee self-attributed grit. Fourth, leader support operates as a boundary condition, in that the indirect association of conveyed leader grit with employee thriving is stronger when the leader is perceived as supportive. Our research also indicates that the concept of grit is more textured than habitually considered and that more attention must be paid to the boundary conditions of its development and impact.
- "Heaven or Las Vegas": competing institutional logics and individual experiencePublication . Cunha, Miguel Pina e; Giustiniano, Luca; Rego, Arménio; Clegg, StewartSignificant research has been dedicated to the study of the dual constitutive core at the field and organizational levels but less attention has been paid to the micro-dimensions of the collision of competing logics, namely in terms of how individuals experience and navigate through them and how that influences organizational ethos and strategy. We study how one individual, founder of the organization behind the independent music label 4AD, made sense and lived through the fundamental clash of two logics: 'music as art' and 'music as business'. We analyse how the personal struggles of the founder allowed the construction and maintenance of a strong, solid and continued organizational identity for 4AD. We uncover four factors accounting for the protection of 4AD's sustained artistic integrity in face of a transforming industry.
- Mission impossible? The paradoxes of stretch goal settingPublication . Cunha, Miguel Pina e; Giustiniano, Luca; Rego, Arménio; Clegg, StewartStretch goal setting is a process involving multiple and nested paradoxes. The paradoxical side of stretch is attractive because it holds great promise yet dangerous because it triggers processes that are hard to control. Paradoxes are not readily managed by assuming a linear relation between the here and now and the intended future perfect. Before adopting stretch goal setting, managers should thus be prepared for the tensions and contradictions created by nested or interwoven paradoxes. Achieving stretch goals can be as difficult for the managers seeking to direct the process as for designated delegates. While the increasing popularity of stretch goal setting is understandable, its unexpected consequences must be taken into account. The inadequate use of stretch goals can jeopardize the social sustainability of organizations as well as their societal support systems.
- Myopia during emergency improvisation: lessons from a catastrophic wildfirePublication . Cunha, Miguel Pina; Clegg, Stewart; Rego, Arménio; Giustiniano, Luca; Abrantes, António Cunha Meneses; Miner, Anne S.; Simpson, Ace VolkmannPurpose The purpose of this paper is to explore how a number of processes joined to create the microlevel strategies and procedures that resulted in the most lethal and tragic forest fire in Portugal's history, recalled as the EN236-1 road tragedy in the fire of Pedrogao Grande. Design/methodology/approach Using an inductive theory development approach, the authors consider how the urgency and scale of perceived danger coupled with failures of system-wide communication led fire teams to improvise repeatedly. Findings The paper shows how structure collapse led teams to use only local information prompting acts of improvisational myopia, in the particular shape of corrosive myopia, and how a form of incidental improvisation led to catastrophic results. Practical implications The research offers insights into the dangers of improvisation arising from corrosive myopia, identifying ways to minimize them with the development of improvisation practices that allow for the creation of new patterns of action. The implications for managing surprise through improvisation extend to risk contexts beyond wildfires. Originality/value The paper stands out for showing the impact of improvisational myopia, especially in its corrosive form, which stands in stark contrast to the central role of attention to the local context highlighted in previous research on improvisation. At the same time, by exploring the effects of incidental improvisation, it also departs from the agentic conception of improvisation widely discussed in the improvisation literature.
- Resilient leadership as paradox work: notes from COVID-19Publication . Giustiniano, Luca; Cunha, Miguel Pina e; Simpson, Ace V.; Rego, Arménio; Clegg, Stewart