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ItemLeading from the Frontline: Developing Leader Identity and Leadership Self-Efficacy among Frontline Managers.OLSEN, J ; Butar, I ; Gahan, P (Centre for Workplace Leadership, The University of Melbourne, 2016)Frontline managers are responsible for the supervision of non-managerial employees and overseeing day-to-day operations in general. They are often directly involved in employee recruitment, training, and performance management and are critical to implementing practices and innovations that enhance productivity (Ahmed, Shields, White, & Wilbert, 2010; Brewer, 2005; Kraut, Pedigo, McKenna, & Dunnette, 1989; Purcell & Hutchinson, 2007; Risher, 2010). Frontline managers in the service industry are no exception, and should receive more attention as the service industry expands. We therefore designed a research study based in a large organisation in the food service industry. Through this study, we sought to understand what factors relate to the important concepts of leader identity and leadership self-efficacy at the frontline. We first provide some background on these concepts, as well as a number of potential determinants. We then describe the methodology of our study, followed by the findings and their implications.
ItemNew Approaches to Organizing Risk: Part TwoHardy, C ; Maguire, S ( 2018-11-15)In this subsequent article, Maguire and Hardy offer a critique of how the dominant discourse of risk stands in the way of thinking critically about risk. They also show how some organizations have successfully resisted this discourse and adopted more innovative ways of organizing risk.
ItemNew Approaches to Organizing Risk: Part OneHardy, C ; Maguire, S (The Conference Board of Canada, 2018-04-23)Organizations produce risks—financial, health, and environmental—when they engage in dangerous activities or deploy hazardous technologies. And these risks are borne by others, such as employees, external stakeholders, or even society at large. At the same time, organizations themselves are exposed to regulatory, legal, reputational, and operational risks. Consequently, identifying risks and deciding how to deal with them is of critical importance to any organization. But is risk management, as it is currently conceived and applied, up to the task? We think not and we explain why in this two-part series, which also highlights how organizations can develop new, more effective ways to organize risks. Part One introduces the organizational risk cycle and points out weaknesses in how organizations typically address risk—the default approach, as we call it. This first part of the series also shows how organizations can overcome the tendency to favour the default approach over alternative ways of organizing risk.