| 1. |
- Andersen, Jon Aarum, 1944-, et al.
(författare)
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At the end of the road? On differences between women and men in leadership behaviour
- 2011
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Ingår i: Leadership & Organization Development Journal. - : Emerald. - 0143-7739 .- 1472-5347. ; 32:5, s. 428-441
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This study aims to explore behavioural differences between women and men in managerial positions and suggest explanations for differences and similarities.Design/methodology/approach – In order to eliminate any effects of organizational differences on leadership behaviour, this study had public managers responding to questionnaires that measured their leadership style, decision-making style, and motivation profile.Findings – Statistical analyses of data from three groups of Swedish public managers (n=385) revealed virtually no significant differences in behaviour between female and male managers. Regardless of whether there is a female or male majority of employees or a female or male majority of managers, no effect on leadership behaviour occurs.Originality/value – A number of studies indicate that managers' behaviour is different in different types of organizations. This study suggests, therefore, that, independent of gender, organizational and demographic characteristics modify leadership behaviours, thus explaining similarities in leadership behaviour.
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| 2. |
- Andersen, Jon Aarum, 1944-
(författare)
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A new sports manager does not make a better team
- 2011
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Ingår i: International journal of sports science & coaching. - : Sage Publications. - 1747-9541 .- 2048-397X. ; 6:1, s. 167-178
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Tidskriftsartikel (refereegranskat)abstract
- This article surveys the literature on the impact of managerial successions on team performance in professional sports and assesses ten studies on the effect of managerial succession. They cover 80 years (1920-2000) with data from four different sports and two countries. From these studies, three lessons emerge when teams perform poorly: (i) a change of coach or manager during the season is not helpful; (ii) if succession is deemed necessary, change the manager between seasons; and (iii) if the choice is between a manager from inside the organization and one from the outside, choose the former. What is critical is that whichever manager is replaced or for whatever reason, the performance of the team will most likely not improve for that reason alone. In short, a new manager does not make a better team.
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| 3. |
- Andersen, Jon Aarum, 1944-
(författare)
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A rejoinder on managerial discretion : Andersen (2017) vs Haj Youssef and Teng (2019)
- 2020
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Ingår i: Corporate Governance. - : Emerald Group Publishing Limited. - 1472-0701 .- 1758-6054. ; 20:2, s. 193-200
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: This paper aims to demonstrate the efforts of Hay Youssef and Tang (2019) to reaffirm the importance of managerial discretion is unsuccessful.Design/methodology/approach: Theoretical frameworks from traditional and recent literature on the concept of managerial discretion are related to corporate governance scholarship.Findings: There are in fact no studies on managerial discretion based on explicit theoretical and empirical definitions and thus no studies published which have measured the degrees of managers’ discretion. The conclusion is that the inability to define the notion of managerial discretion is tantamount to the inability to research it.Practical implications: Research on managerial discretion does not provide any advice to owners and directors of boards on granting top executives a high or a low degree of discretion.Originality/value: This paper reaffirms the conclusion ofAndersen (2017) that corporate governance scholarship will improve if it abandons the concept of managerial discretion.
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| 4. |
- Andersen, Jon Aarum, 1944-
(författare)
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An old man and the 'Sea of Leadership'
- 2016
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Ingår i: Journal of Leadership Studies. - : Wiley-Blackwell. - 1935-2611 .- 1935-262X. ; 9:4, s. 70-81
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Tidskriftsartikel (refereegranskat)abstract
- Leadership has been a scientific discipline for over 100 years. The magnitude of research has increased tremendously. Many different objects of study related to leadership have been investigated with the ambition to solve a variety of problems that appear to be more or less relevant for those in leadership positions. In the current article, the author provides one person's description of eight specific areas of leadership scholarship throughout all these years and how he has reflected upon these theories in light of this fundamental question: what has leadership research really accomplished? These considerations on leadership theories are a product of a lifetime spent on leadership research.
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| 5. |
- Andersen, Jon Aarum, 1944-
(författare)
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An organization called Harry
- 2008
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Ingår i: Journal of Organizational Change Management. - : Emerald Group Publishing Limited. - 0953-4814 .- 1758-7816. ; 21:2, s. 174-187
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Anthropomorphism is the attribution of human characteristics to gods, plants, animals or inanimate objects (the wind, rocks, etc.). This paper sets out to disprove the association of anthropomorphic characteristics with individual organizations.Design/methodology/approach: This paper discusses anthropomorphism in organization theory because many scholars argue that organizations are human or like human beings. Some examples of “An organization called Harry” in organization literature are presented.Findings: Three causes of anthropomorphism can be traced. The negative, rather than any positive, consequences of anthropomorphism in organization literature are discussed.Originality/value: A new agenda for organizational studies is suggested where anthropomorphism is avoided together with the fallacy of the human metaphor. Anthropomorphism creates confusion rather than advancing the field of organization theory.
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| 6. |
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| 7. |
- Andersen, Jon Aarum, 1944-
(författare)
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Assessing Public Managers' Change-Oriented Behavior : Are Private Managers Caught in the Doldrums?
- 2010
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Ingår i: International Journal of Public Administration. - : Taylor & Francis. - 0190-0692 .- 1532-4265. ; 33:6, s. 335-345
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Tidskriftsartikel (refereegranskat)abstract
- This article presents a concept and a measurement of managers' change-oriented behavior related to the initiation and implementation organizational change. It is argued that managers have an optimal potential for achieving organizational changes if they have the change-centered leadership style, are intuitive, recognize demands for change, and have power-motivated behavior. Public and private managers are significantly different in relation to change-oriented behavior based on data from 343 managers in two public organizations and one private. One result was unexpected: public managers are more change-oriented than managers in business organizations. As expected, there is no significant difference in change-oriented behavior among managers in public agencies. Possible explanations for these outcomes are presented.
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| 8. |
- Andersen, Jon Aarum, 1944-
(författare)
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Barking up the wrong tree : on the fallacies of the transformational leadership theory
- 2015
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Ingår i: Leadership & Organization Development Journal. - Bingley, United Kingdom : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 36:6, s. 765-777
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses.Findings: The theory has some grave problems: there are conceptual limitations; managerial leadership is conflated with political leadership; the theory is presented as a universal as well as a contingency theory; the claim that transformational leaders are more effective is not empirically supported; and the use of the term “followers” rather than “subordinates” creates confusion in the study of formal organizations. Finally, and perhaps most fundamentally, does transformational leadership theory qualify as a managerial leadership theory?Research limitations/implications: Transformational leadership is a political leadership theory and thus less relevant for managerial leadership.Originality/value: This paper addresses the theoretical limitations of the transformational leadership theory as well as the lack of empirical support regarding the effectiveness of transformational leaders.
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| 9. |
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| 10. |
- Andersen, Jon Aarum, 1944-, et al.
(författare)
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Does organization structure matter? : On the relationship between the structure, functioning and effectiveness
- 2006
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Ingår i: International Journal of Innovation and Technology Management (IJITM). - London : World Scientific Publishing (UK) Ltd. - 0219-8770 .- 1793-6950. ; 3:3, s. 237-263
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Tidskriftsartikel (refereegranskat)abstract
- Managers often see new organizational design as the solution to many problems. This paper explores the relationship between organization structure (design), functioning of organizations, and effectiveness. A study of 320 companies showed that the structural variable, decentralization, marginally affected the way in which organizations function. Functional variables had a minor impact on profitability. No direct relationship between structure and effectiveness was found. When functioning is conceptualized as a mediating factor no direct causality between structure and effectiveness is implied, but a relationship between structure, function and effectiveness. To improve effectiveness, reorganizing is probably not the first option to consider.
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