Craig L. Pearce

Leadership and collective requisite complexity

We maintain that the requisite complexity of collectives is an important component of collective learning and adaptive performance. Collective requisite complexity is comprised of two components: static complexity, which consists of group or team heterogeneity in general cognitive, social, self, and affective domains; and dynamic complexity, which is a social interactive process by which one person’s contributions transform those of another. We propose that social-regulation processes involving active goals, identity, and affect, as well as formal and emergent leadership processes, such as shared leadership, provide the key social structures within which dynamic complexity emerges. We also propose that successful adaptation to task or organizational demands, as well as social feedback, transform these structural aspects through “double-loop learning” and provide a basis for individual and collective learning.

Enhancing our understanding of vision in organizations Toward an integration of leader and follower processes

We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.

Whistle While You Work: Toward a Model of Emotional Self-Leadership

There has been a growing interest in leader emotion in organizational scholarship. Concomitantly, the body of research on self-leadership continues to expand. Nonetheless, relatively little work has focused on emotional self-leadership. We address this void by exploring intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities. Specifically, we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes. We offer an emotional self-leadership model, research propositions, and implications for research and practice.

Developmental Health Services Leadership: Integrating Hierarchical and Shared Leadership for Health Services Organizational Learning

The purpose of this article is to articulate a model of, as well as a call to action for, health services leadership, with a particular emphasis on the role of health services leadership in organizational learning. More specifically, I articulate a model that poses two antecedents of health services hierarchical leadership—leader responsibility disposition and environmental cues—as important predictors of empowering leadership. In turn, I assert that empowering leadership from above will engender an inclination toward shared leadership among followers. Subsequently, I venture that both empowering hierarchical leadership and shared leadership are precursors of health services organizational learning. I specify several research directions for future scholarship. More importantly, I identify multiple measures that policy makers and practitioners can take to enhance health services leadership and organizational learning.

Virtuous leadership revisited: the case of Hüsnü Özyeğin of FIBA Holding

In 2006, we, the authors, and David Waldman wrote an article for the Journal of Management, Spirituality & Religion describing a theoretical model of how we thought virtuous leadership might manifest and perpetuate itself in modern organizations, particularly in relation to organizational learning. The article was inspired because of two things. First, we witnessed many dramatic cases of executive malfeasance and lack of virtue in organizations, which was a bit dispiriting, as we were and still are executive educators. Second, we had a lot of hope for the future and all worked in the areas of positive organizational behavior and positive psychology. Thus, we desired to articulate a more positive model for organizations. Today, we revisit that model and test it, if you will, using the case of the self-made billionaire and richest man in Turkey – Hüsnü Özyeğin – who is also a well-known philanthropist and social entrepreneur.

A Model of Sustainable Distributed Service Delivery in Organizations With Compassion-Based Missions

This article examines the potential for offering sustainable compassion-based service. Organizations with compassion-based service missions face difficult challenges in addressing acute client needs with limited resources. We posit that distributed service delivery (i.e., clients serving themselves and one another) can result in more long-term compassion-based service when supported by shared and self-leadership. A model of sustainable distributed service delivery is presented and propositions are provided to help guide future research.