Nova School of Business and Economics

Funder

Organizational Unit

Publications

Stewardship as process: a paradox perspective

Publication . Cunha, Miguel Pina e; Rego, Arménio; Clegg, Stewart; Jarvis, Walter P.

Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family businesses) that use it as a mode of governance. Less is known about how organizations engage with stewardship as a process. We embrace a process approach to report a case study about the unfolding of stewardship in a multi-business family group. We conclude that stewardship is a process marked by critical tensions and paradoxes; by exploring the nature of these we uncover further dimensions and responses to the paradoxes of stewardship.

2020Journal article

Restricted access

Leader-expressed humility predicting team psychological safety: a personality dynamics lens

Publication . Rego, Arménio; Melo, Ana Isabel; Bluhm, Dustin J.; Cunha, Miguel Pina e; Júnior, Dálcio Reis

In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the (in)consistency (i.e., variability) of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility (i.e., self-other agreement, SOA) operates as an attractor to predict such a consistency. We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leaderexpressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leaderexpressed humility, depending on the level at which the (dis)agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader (as most studies do), but also his/her humility variability and the strength of the attractor.

2020Journal article

Restricted access

Gritty leaders promoting employees’ thriving at work

Publication . Rego, Arménio; Cavazotte, Flávia; Cunha, Miguel Pina e; Valverde, Camilo; Meyer, Marcel; Giustiniano, Luca

Four 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.

2021Journal article

Open access

Resilient leadership as paradox work: notes from COVID-19

Publication . Giustiniano, Luca; Cunha, Miguel Pina e; Simpson, Ace V.; Rego, Arménio; Clegg, Stewart

2020Journal article

Restricted access