Bullying and change are related and more in this month's Oxford Review | The Oxford Review - OR Briefings

Bullying and change are related and more in this month’s Oxford Review

The Oxford Review Vol 3 No 10

In this edition: Research briefings on:

Aligning servant leadership, strategy and structure

Keywords: leadership, strategic fit, strategy, organisational leadership, organisational strategy, servant leadership, structure, organisational structure, organisation performance, organisational performance outcomes

Servant leadership is the most robust style of leadership, in terms of consistency and reliability of outcomes and influence on organisational performance and individual employee performance. As a result of recent findings that servant leadership tends to outperform all other forms of leadership style and provides more dependable results than other leadership styles such as transformational leadership, there has been a significant growth in both research and organisational interest in the concept.
However, in terms of research volumes, servant leadership has around 36,000 studies and transformational leadership approximately 150,000 studies. Whilst interest in servant leadership is increasing, in terms of volume, the majority of research effort is still biased towards studies about transformational leadership.
One of the issues that is still being explored by researchers around servant leadership are the boundary conditions which control and restrain or support and enhance the impact that servant leadership has within and on organisations.
This research briefing looks at a new study which looks at the alignment issues between servant leadership, organisational structure and organisational strategy and is particularly useful for anyone involved in leadership, leadership development and organisational development and strategy development.

Describing and measuring corporate compliance cultures

Keywords: corporate culture, culture, compliance culture, corporate compliance culture, organisational development, organisational culture

One of the growing vogues over the last 10 years has been to attempt to engineer the most useful culture to assist in achieving the organisation’s desired outcomes. As a result, there has been much research and interest in organisational culture and organisational culture engineering/development over the years.
Interestingly, this has left organisations with somewhat of a paradox, in that they are often trying to develop both an open innovation and creative culture alongside a compliance culture. Frequently, this paradox goes unrecognised in many organisations.
Many companies and organisations these days operate under increasing corporate governance codes, such as those imposed by the various financial services authorities, the UK corporate governance code of 2016,for example. These codes and regulations tend to be detailed and cover most areas of governance, risk and compliance. Many of these codes and regulations place a heavy emphasis on organisations developing a corporate compliance culture.
The research briefing looks at a new study about how to measure a corporate compliance culture and is useful for anyone involved in HR or interesting in cultural development in general and compliance culture specifically.

Does transformational leadership lead to better job-crafting? If so why

Keywords: Job crafting, transformational leadership, leadership, leadership development, promotion focus

There has been a recent resurgence of interest in job crafting – where employees are encouraged to proactively alter their own job design, tasks and relational boundaries on an ongoing basis in order to increase their effectiveness and job satisfaction.
This research briefing looks at research that looked at what the relationship might be between transformational leadership and job-crafting. Is transformational leadership on its own a good predictor of job-crafting behaviours in the workplace? Are there other mediating factors? What is it about transformational leadership that has the biggest impact? This briefing is useful for leaders and anyone involved in leadership development and HR.

Mixing different types of coaching

Keywords: coaching, executive coaching, organisational coaching, evidence-based coaching, cognitive behavioural coaching, mindfulness, motivational interviewing
More and more, coaches and researchers are turning towards integrating different models and methods of coaching to derive more flexible and appropriate coaching outcomes for their clients.
However, because executive and organisational coaching lacks professional status, previous studies have found that there is no shared knowledge management or agreed system for continual professional development. Additionally, the evidence base for the effectiveness of coaching and coaching methods, whilst growing, is still in its infancy. This means that many coaches practise in a way that is not exactly evidence-based. A number of studies over the last 10 years have ended in a call for greater evidence-based practice amongst coaches.
This research briefing examines a new study which looked at the outcomes of mixed model coaching and is of particular interest to coaching professionals.

Organisational digital storytelling: a medium for change

Keywords: storytelling, sense making, trust, collective intelligence, innovation, digital storytelling, learning, learning and development

Digital storytelling is rapidly becoming a popular medium within community, heritage and historical projects. Not only is digital storytelling catching on at a community level, but there has been an increase in interest in digital storytelling within organisations.
The essence of digital storytelling is the first-hand narration of lived experience, usually curated into sound and video medium. Digital storytelling is a relatively new practice of everyday people using simple digital tools to tell their story.
This research briefing looks at a new paper about developing digital story telling as an instigator of change and is be particularly useful for anyone involved in corporate communications, organisational change and transformation as well as learning and development.

Relational energy and leadership style

Keywords: leadership, leadership development, leadership styles, relational energy, organisational psychology, productivity

An unusual and interesting area of research that is becoming more prominent is that around ‘relational energy’. Relational energy refers to the positive feeling and sense of increased resourcefulness experienced as a direct result of an interaction with someone else. Some people seem to increase our energy, positivity and sense of resourcefulness, whilst others either have no impact or drain our energy.
This research briefing examines a study which looked at the impact of different leadership styles on relational energy and is useful to leadership and anyone involved in leadership development and coaching.

The link between perfectionism and the impostor syndrome

Keywords: work psychology, impostor syndrome, perfectionism, self-esteem

The impostor syndrome or phenomenon is an experience that tends to occur mainly among high achievers, whereby they feel fraudulent or fake, particularly intellectually. Impostor syndrome is usually accompanied by a sense that they don’t deserve to be in the position that they are in.
Whilst at first sight impostorism doesn’t appear to be much of an issue, it strongly correlates with four negative mental health outcomes, such as depression, anxiety and pessimism. Impostorism has been found to be strongly linked to introversion, self-esteem problems and, particularly, perfectionism.
A new study has looked at the links between impostorism and perfectionism and found some interesting connections which will be particularly useful for coaches

The research evidence about HR’s lack of evidence-based practice

Keywords: human resources, HR, HRM, human resource management, evidence- based practice, research evidence

Whilst many professions embrace evidence-based practice, there is a compelling amount of recent research evidence stacking up to show that Human Resources professionals singularly fail to engage with evidence-based knowledge and practice. What has become known as the HRM research–practice has been receiving increasing attention, both within the research and the organisational practice communities. Many professional areas, such as organisational environment, management, leadership, as well as all sectors such as health, policing, engineering and air industries, to name a few, have been increasingly turning towards evidence-based practice.
This briefing is essential reading for anyone in HR and evidence-based practice development.

The rise of knowledge management and the decline of organisational learning

Keywords: learning, learning and development, organisational learning, knowledge management, learning capability, absorptive capacity

Learning is a primary organisational function. It is the process which underpins change, innovation and reorganisation. Organisations that can learn rapidly, master new environments, acquire new knowledge, methods and technology and transform their systems, structures, processes, procedures and products or services tend to become sector leaders. At the heart of these processes of change lie two primary concepts:
1. Organisational learning
2. Knowledge management
The study at hand is a systematic review comparing and contrasting the organisational learning and knowledge management research literature to discern any patterns. This briefing will be of particular interest to anyone engaged in organisational learning, learning and development and organisational development.

Transformational leadership can lead to higher levels of engagement, but…

Keywords: work engagement, engagement, transformational leadership, proactive personality

One of the more popular issues in research and organisational enquiry is that of how to increase employees’ work engagement. People who have high levels of work engagement tend to be more committed, both to their work and tasks, as well as to the organisation’s values and goals. Additionally, people who are highly engaged at work are also significantly more likely to display organisational citizenship behaviours and employee voice, whereby they are likely to go above and beyond what is required of them by their job description.
Alongside the intense interest in engagement at work, two other constructs have been getting increasing interest over recent years. These are transformational leadership and proactive personality.
This research briefing looks at a new study that examines whether transformational always lead to work engagement? In doing so it unmasks some assumptions held about transformational leadership and work engagement. As a result this briefing is of particular interest to leaders, anyone involved in HR, organisational development, leadership development, coaching and learning.

Using Virtual Communities of Practice (VCoPs) to increase interprofessional collaboration and learning

Keywords: learning, learning and development, communities of practice, virtual communities of practice, interprofessional collaboration, organisational learning, knowledge management

Supporting professional development in organisations in ways which are relevant and help professionals make better decisions and improve outcomes, whilst reducing abstraction time from the workplace, is no easy matter. The transfer of learning to the workplace of things like online learning courses and face-to-face workshops has been found to be low, suggesting that less than 10% of the information presented by such events is retained and transferred to the workplace.
One solution which has been growing in popularity over the last 30 years has been the use of Communities of Practice.
This research briefing looks at a new paper about the research evidence about how to use using Virtual Communities of Practice to improve interprofessional collaboration and education.
This briefing will be of particular interest to anyone involved in organisational learning and developing CoPs.

The links between organisational change and workplace bullying

Keywords: bullying, workplace bullying, organisational change, change, psychological contract
Over the last six or seven years a number of research studies have discovered that organisational change programs are often accompanied by an increase in systematic and persistent workplace bullying, particularly in terms of devaluing employees’ work, motivations and efforts, as well as social isolation and ridicule.
Additionally, a raft of studies from 2010 to 2017 have found empirical evidence that there is a strong association between organisational change, perceptions of a breach of psychological contract and an increase in counter-productive work behaviours, such as stealing, purposeful low-quality work, sabotage, withdrawal, information misuse, dissent etc.
This briefing looks at a new study looking at the connections between organisational change and workplace bullying. As such it is a very useful briefing for anyone involved in HR or organisational change / development.

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