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dc.contributor.authorLämsä, Anna-Maija
dc.contributor.authorKeränen, Anne
dc.date.accessioned2020-10-27T08:44:14Z
dc.date.available2020-10-27T08:44:14Z
dc.date.issued2020
dc.identifier.citationLämsä, A.-M., & Keränen, A. (2020). Responsible Leadership in the Manager-Employee Relationship. <i>South Asian Journal of Business and Management Cases</i>, <i>9</i>(3), 422-432. <a href="https://doi.org/10.1177/2277977920958543" target="_blank">https://doi.org/10.1177/2277977920958543</a>
dc.identifier.otherCONVID_43363306
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/72357
dc.description.abstractResearch questions:The aim of this study is to explore and conceptualize responsible leadership. The topic is viewed from the viewpoint of the dyadic level between managers and employees. The following research questions are answered: What principles do managers and employees perceive as being significant for responsible leadership in the manager–employee relationship? What social contexts in the relationship call for the principles to occur? To whom do the parties place responsibility for the advancement of the principles?Theory:The study draws on relational leadership theory as well as literature on responsible leadership. Responsible leadership is understood as a dynamic and contextual process of social construction through relationships between managers and employees rooted in principles, which guide the parties’ actions.Type of the case:An explorative case study strategy was adopted. Two executive MBA groups are the cases through which the research phenomenon, responsible leadership, is explored. The data consists of a sample of 22 participants in the groups. Content analysis was used to analyse the data.Basis of the case:The participants in the executive MBA groups offer real-life data from which the results can be built. The participants represent professionals who have a broad and versatile perspective to leadership issues from the viewpoint of employee and manager. In general, an executive MBA programme advances its participants’ competency to reflect and analyse leadership topics.Findings:Conceptualization that shows the principles of responsibility in leadership—fairness, empowerment, openness, trust and caring—and their contextual and dynamic nature in the manager–employee relationship was formed.Discussions:This case study implies that exercising responsible leadership is produced differently in different social contexts: in some contexts the manager is expected to take the lead and be in charge, while at other times it is expected that practising responsible leadership principles will be shared between partners. A limitation is that this study explored its topic only at the dyadic level between manager and employee.en
dc.format.mimetypeapplication/pdf
dc.languageeng
dc.language.isoeng
dc.publisherSAGE Publications
dc.relation.ispartofseriesSouth Asian Journal of Business and Management Cases
dc.rightsCC BY 4.0
dc.subject.othercase study
dc.subject.othercontent analysis
dc.subject.otherleadership
dc.subject.otherresponsible leadership
dc.subject.otherrelational responsibility
dc.titleResponsible Leadership in the Manager-Employee Relationship
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-202010276405
dc.contributor.laitosKauppakorkeakoulufi
dc.contributor.laitosSchool of Business and Economicsen
dc.contributor.oppiaineJohtaminenfi
dc.contributor.oppiaineBasic or discovery scholarshipfi
dc.contributor.oppiaineManagement and Leadershipen
dc.contributor.oppiaineBasic or discovery scholarshipen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.description.reviewstatuspeerReviewed
dc.format.pagerange422-432
dc.relation.issn2277-9779
dc.relation.numberinseries3
dc.relation.volume9
dc.type.versionpublishedVersion
dc.rights.copyright© 2020 Birla Institute of Management Technology
dc.rights.accesslevelopenAccessfi
dc.relation.grantnumber292883 HY
dc.subject.ysoesihenkilötyö
dc.subject.ysotyöntekijät
dc.subject.ysojohtajuus
dc.subject.ysovastuullisuus
dc.subject.ysoavoimuus
dc.subject.ysotyöelämän suhteet
dc.subject.ysojohtajat
dc.subject.ysoesihenkilö-alaissuhde
dc.subject.ysooikeudenmukaisuus
dc.subject.ysojohtaminen
dc.subject.ysoluottamus
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p24182
jyx.subject.urihttp://www.yso.fi/onto/yso/p1075
jyx.subject.urihttp://www.yso.fi/onto/yso/p8420
jyx.subject.urihttp://www.yso.fi/onto/yso/p24111
jyx.subject.urihttp://www.yso.fi/onto/yso/p10569
jyx.subject.urihttp://www.yso.fi/onto/yso/p4193
jyx.subject.urihttp://www.yso.fi/onto/yso/p23894
jyx.subject.urihttp://www.yso.fi/onto/yso/p22003
jyx.subject.urihttp://www.yso.fi/onto/yso/p6275
jyx.subject.urihttp://www.yso.fi/onto/yso/p554
jyx.subject.urihttp://www.yso.fi/onto/yso/p1725
dc.rights.urlhttps://creativecommons.org/licenses/by/4.0/
dc.relation.doi10.1177/2277977920958543
dc.relation.funderResearch Council of Finlanden
dc.relation.funderSuomen Akatemiafi
jyx.fundingprogramStrategic research programmes, AoFen
jyx.fundingprogramStrategisen tutkimuksen ohjelmat STN, SAfi
jyx.fundinginformationThis research was part of by programme Equality in Society (WeAll project no. 292 883) by srategic research funding of the Academy of Finland
dc.type.okmA1


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