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"Crossan, Mary"
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Character matters: The network structure of leader character and its relation to follower positive outcomes
We investigated the relationship between self-ratings of leader character and follower positive outcomes—namely, subjective well-being, resilience, organizational commitment, and work engagement—in a public-sector organization using a time-lagged cross-sectional design involving 188 leader—follower dyads and 22 offices. Our study is an important step forward in the conceptual development of leader character and the application of character to enhance workplace practices. We combined confirmatory factor analysis and network-based analysis to determine the factorial and network structure of leader character. The findings revealed that a model of 11 inter-correlated leader character dimensions fit the data better than a single-factor model. Further, judgment appeared as the most central dimension in a network comprising the 11 character dimensions. Moreover, in a larger network of partial correlations, two ties acted as bridges that link leader character to follower positive outcomes: judgment and drive. Implications for theory and practice are discussed.
Journal Article
Improvisation and Innovative Performance in Teams
This paper builds on the principles and insights from improvisational theater to unpack the nature of collective improvisation and to consider what it takes to do it well and to innovate. Furthermore, we discuss the role of training in enhancing the incidence and effectiveness of improvisation. We propose that two common misconceptions about improvisation have hindered managers understanding of how to develop the improvisational skill. First, the spontaneous facet of improvisation tends to be overemphasized, and second, there is a general assumption that improvisation always leads to positive performance. Our goal is to clear up the conceptual confusion about improvisation by laying out the various aspects of preparation that are required for effective improvisation. In our theoretical model, we delineate how the improvisational theater principles of \"practice,\" \"collaboration,\" \"agree, accept, and add,\" \"be present in the moment,\" and \"draw on reincorporation and ready-mades\" can be used to understand what it takes to improvise well in work teams and to create a context favoring these efforts. Our findings support a contingent view of the impact of improvisation on innovative performance. Improvisation is not inherently good or bad; however, improvisation has a positive effect on team innovation when combined with team and contextual moderating factors. We also provide initial evidence suggesting that the improvisational skill can be learned by organizational members through training. Our results shed light on the opportunities provided by training in improvisation and on the challenges of creating behavioral change going beyond the individual to the team and, ultimately, to the organization.
Journal Article
Organizational learning and strategic renewal
This paper attempts to fill an important gap in the integration of strategy and organizational learning through empirical research that examines the process of strategic renewal using a comprehensive framework of organizational learning. The 41 framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC). The study illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging. Furthermore, it challenges assumptions about organizational learning, suggesting that we need to demystify organizational learning by removing the halo that surrounds it.
Journal Article
Make Character Count in Hiring and Promoting
It's been said that we hire for competence and fire for character. Consider Boeing, which has been brought low by poor leadership decisions that have severely compromised its planes' quality and safety, and hence public trust, forcing its CEO to announce a year-end departure. And yet the debate about who should be the next CEO of the troubled airplane manufacturer has centered on the merits of engineers versus accountants - that is, competencies. Missing from the conversation is the recognition that what's needed is a leader with strong character-based judgment. As potential new leaders have been discussed, there's been no talk of relative strengths or weaknesses in character. There's no doubt that hiring, firing, and promotion fundamentally shape the culture of an organization for better and worse. Simply put, organizational culture reflects the character of individuals within it. Therefore, attending to character is a real leverage point. Having worked with many organizations seeking to elevate character alongside competence in their HR practices, I can share some key lessons.
Journal Article
An Organizational Learning Framework: From Intuition to Institution
Although interest in organizational learning has grown dramatically in recent years, a general theory of organizational learning has remained elusive. Renewal of the overall enterprise as the underlying phenomenon of interest and organization learning is identified as a principal means to this end. With this perspective, a framework for the process of organizational learning is developed, presenting organizational learning as 4 processes - intuiting, interpreting, integrating, and institutionalizing - linking the individual, group, and organizational levels.
Journal Article
Creating Economic Value Through Social Values: Introducing a Culturally Informed Resource-Based View
The resource-based view (RBV) has historically privileged the firm's internal resources and capabilities, often at the exclusion of its institutional context. In this paper, we introduce a culturally informed RBV that explains how cultural elements in the firm's institutional context shape the economic value associated with a firm's strategy. We posit that a firm's institutional context may create or destroy economic value. If the strategy inadvertently becomes associated with a social issue, it poses a risk for the firm. Firms that recognize the dynamic interplay between their resources and their institutional context in the face of social issues can engage in important cultural work, and thereby preserve their strategy's economic value.
Journal Article
Leader character in board governance
Despite the critical leadership role that corporate boards play in organizations, the character of their members has been neglected in research studies. We used a multi-method data collection approach to explore whether current directors in the public, private, and not-for-profit sectors believe that leader character plays an important role in board governance, particularly with regards to how boards make decisions, recruit new members, lead their organizations, and work together to perform their fiduciary and other responsibilities. Despite the perceived importance of leader character as reported by highly experienced corporate directors, we found that leader character is not commonly attended to in board conversations as a means to purposively improve the way boards operate. We outline practical implications of our findings as well as offer a call to action for future research on character in the context of board governance with the intent to improve governance in the public, private, and not-for-profit sectors and hence to foster sustained excellence in organizations.
Journal Article
Character-Infused Ethical Decision Making
Despite a growing body of research by management scholars to understand and explain failures in ethical decision making (EDM), misconduct prevails. Scholars have identified character, founded in virtue ethics, as an important perspective that can help to address the gap in organizational misconduct. While character has been offered as a valid perspective in EDM, current theorizing on how it applies to EDM has not been well developed. We thus integrate character, founded in virtue ethics, into Rest’s (1986) EDM model to reveal how shifting attention to the nature of the moral agent provides critical insights into decision making more broadly and EDM specifically. Virtue ethics provides a perspective on EDM that acknowledges and anticipates uncertainties, considers its contextual constraints, and contemplates the development of the moral agent. We thus answer the call by many scholars to integrate character in EDM in order to advance the understanding of the field and suggest propositions for how to move forward. We conclude with implications of a character-infused approach to EDM for future research.
Journal Article