经济学 | 期刊约稿信息1条

经济学

The Leadership Quarterly

Strategic Leadership and Strategic Management

全文截稿: 2018-12-01

影响因子: 3.094

网址: https://www.journals.elsevier.com/the-leadership-quarterly

Hambrick and Mason's (1984) upper echelons theory proposed that the specific knowledge, experience, values, and preferences of top managers influence their assessment of the environment and the strategic decisions they make. In the last 30 years, this theory has been expanded into what we know today as strategic leadership theory (Finkelstein,Hambrick, & Cannella, 2009), with strategic leaders which generally include the chief executive officer (CEO), and their top management team, and the board of directors. Theories of strategic leadership are differentiated from supervisory theories of leadership in that the former are concerned with leadership of organizations, while the latter focus on leadership in organizations (Hunt, 1991).

A critical weakness in our current knowledge of strategic leadership is the lack of integration between micro- and macro-perspectives of leadership, and the lack of dialogue among leadership scholars in the organizational behavior, IO psychology, and strategic management fields. This lack of integration and dialogue leads to diverse terminology and disconnected constructs, overlapping research questions, studies not building on appropriate findings, fragmentation, and a bricolage of different theories. An effort towards integration exemplified in the critical review by Boal and Hooijberg (2000) published in The Leadership Quarterly; they proposed an integrative model connecting new leadership theories (e.g., vision, charisma, and transformational leadership) and emergent leadership theories (e.g., leader individual differences, including personality and cognitive factors, as well as behavioral complexity) with strategic leadership effectiveness. In addition, Crossan, Vera, and Nanjad (2008) offered an integrative framework of the responsibilities of strategic leaders including leadership of the self (e.g., self-awareness and development of character strengths), leadership of others (e.g., mechanisms of interpersonal influence) and leadership of the organization (e.g., alignment of environment, strategy and organization). These initial integrative efforts are consistent with current debates on the micro-foundations view of strategy (e.g., Felin & Foss, 2005), the psychological foundations of management (e.g., Hodgkinson & Healey, 2011; Tuncdogan, Van Den Bosch & Volberda, 2015), and behavioral strategy (e.g., Powell, Lovallo & Fox , 2011).

This special issue of The Leadership Quarterly seeks to provide a platform to bridge the micro-macro divide regarding theories of strategic leadership, and to bring together theories that have emerged independently. We invite scholars to (1) integrate micro and macro perspectives of leadership, (2) engage in multi-level work, (3) foster multi-disciplinary work, (4) build on a diversity of micro and macro research methodologies, and (5) create conversations across micro and macro debates. The result will be theories and empirical findings that will add richness and quality to our understanding of leadership and to the managerial implications we can offer practicing managers. Important to note is that theories and empirical tests must consider the causal claims made and bear in mind important counterfactual conditions and controls. That is, authors must avoid endogenous theorizing or testing (refer to the section titled "How to make a more useful contribution to the research record," Antonakis, 2017).

Topics that will be considered -- for either empirical or theoretical contributions – include, but are not limited to:

- Psychological Foundations of Strategic Leadership (e.g., how do differences in attributes across strategic and entrepreneurial leaders affect strategic decision making, implementation processes, risk taking initiatives, and firm performance?).

- Leader Character and Strategy (e.g., how do leader character, leader commitment, and leader competence impact strategic outcomes? (Sturm, Vera & Crossan, 2017)).

- Leader virtues and organizational virtues (e.g., how can the virtues of a leader become embedded in an organization?)

- Strategic leadership at multiple levels of the organization (e.g., leadership as a position versus leadership as a disposition, and the cascading effects of strategic leadership).

- Strategic leadership and strategy implementation (e.g., how strategic leaders manage their interfaces with micro factors such as middle managers, supervisors, and employees, to generate and implement strategic decisions (Hitt et al., 2017; Greer, Lusch & Hitt, 2017)).

- Behavioral strategy and leadership (e.g., the mental processes most important to superior performance that strategic leaders can reliably manage (Gavetti, 2012)).

- Leadership on the board (e.g., micro and macro determinants of board leadership structure and the implications for board effectiveness).

- Top management team processes and strategy implementation (e.g., applying research on teams to the management of the implementation process (Barrick, Thurgood, Smith, & Courtright, 2015)).

- Strategic leaders' attributes (e.g., personality) and relationship with other managers in the firm and external constituents.

- Leadership transitions (e.g., how transitioning between strategic leaders impacts subordinate- and firm-level outcomes).

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