Table Of Content

Post-Heroic Leadership Context, Process and Outcomes Post-Heroic Leadership Miha Škerlavaj Post-Heroic Leadership Context, Process and Outcomes Miha Škerlavaj School of Economics and Business University of Ljubljana Ljubljana, Slovenia BI Norwegian Business School Oslo, Norway ISBN 978-3-030-90819-5 ISBN 978-3-030-90820-1 (eBook) https://doi.org/10.1007/978-3-030-90820-1 © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval,electronicadaptation,computersoftware,orbysimilarordissimilarmethodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such namesareexemptfromtherelevantprotectivelawsandregulationsandthereforefreefor general use. Thepublisher,theauthorsandtheeditorsaresafetoassumethattheadviceandinforma- tion in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respecttothematerialcontainedhereinorforanyerrorsoromissionsthatmayhavebeen made.Thepublisherremainsneutralwithregardtojurisdictionalclaimsinpublishedmaps and institutional affiliations. Cover illustration: © Melisa Hasan This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland Preface Itallstartedinaratherunusualwayforascientificmonograph.Theseed has been planted with an idea from Anja Hlacˇa Ferjancˇicˇ, a brilliant jour- nalist at the trend-setting Slovenian national radio Val 202. “Let’s do a series of conversations with leaders about their struggles and victories”, she said. It felt like an opportunity to get the research about leadership that works across to a broader audience. It also felt like a challenge to try out somethingnewasaradioco-host.WemadeaseriescalledWithanEarfor Leadership. Because Good Leaders Listen. During the same period, I also hadanhonourofcommunicatingleadershipresearchtothepopularaudi- enceviaseriesofop-edsintheleadingSlovenianJournalDelo.Eversince, the radio broadcasts, podcasts, and op-eds have been truly well received. Why is it that so many people are interested in research and stories about leadership? Our societies, organizations, leaders, and employees are in need to learn about healthier and more productive ways of leading. Heroic, macho, and ego-centred leadership should be on its way out. We need more narrative about leadership as a shared and servant process and less about ego-charged leaders as some sort of heroic figures. We most certainly need even more research about such types of leadership. This led me to consider writing a scientific monographwith an aim to provide a more overarching, evidence-based model of post-heroic leadership. A leadershipthat is bothsharedand servant.Aleadershipthat isapt todeal with wicked problems of the present and future. v vi PREFACE I would like to thank Anja and her team for her initiative and collaboration, and all our guest speakers for their invaluable inputs and kind sharing. My sincere gratitude goes to colleagues from School of Economics and Business at University of Ljubljana and BI Norwegian Business School from and with whom I have learnt about leadership, people, organizations, and life in general. I would particularly like to thank my colleagues at the School of Economics and Business, Univer- sity of Ljubljana and BI Norwegian Business School for their friendly feedback and guidance. Special mention goes to Ula Kocˇevar and Lucija Perne for their help in preparing the manuscript. Above all, I would like to thank my family for being supportive in all the transitions that make for an academic life and a sea of growth opportunities associated to it. Thank you! Ljubljana, Slovenia/Oslo, Norway Miha Škerlavaj September 2021 Contents Part I Context of Post-Heroic Leadership 1 Time of Paradoxes and Uncertainty 3 1.1 COVID-19 and the Future of “Ego-Free” Leadership 3 1.2 Time of Paradoxes 5 1.3 Future Wicked Problems 6 References 7 2 What Is Post-Heroic Leadership and Why Do We Need It? 9 2.1 What Is Post-Heroic Leadership? 9 2.2 Why Do We Need Post-Heroic Leadership? 13 2.3 What Do We Know About Post-Heroic Leadership? 16 References 99 3 Post-HeroicLeadershipintheContextofHumanizing Hybrid Work 103 3.1 The Rise of Hybrid Work 103 3.2 Algorithmic Management vs. Humanizing Hybrid Work 106 References 108 vii viii CONTENTS Part II Process of Post-Heroic Leadership 4 Becoming a Post-Heroic Leader: From Expert to Leader 113 4.1 Transitioning from an Expert to a Leader 113 4.2 Choosing the Right People for the Job 114 4.3 Developing Post-Heroic Leadership Competencies 115 4.4 Changing Followers’ Implicit Leadership Theories 118 References 120 5 Sustainable Post-Heroic Leadership Practices 123 5.1 Post-Heroic Leadership—The Missing Piece of the Sustainability Puzzle 123 5.2 How to Make Organizational Life Sustainable for Followers? 124 5.3 How to Make Post-Heroic Leadership Sustainable for Leaders? 127 References 129 6 Leading Change by Engaging and Involving 133 6.1 Myths and Science of Leading Change 133 6.2 How do Post-Heroic Leaders Approach Change? 136 References 141 7 Building Communities and Collaborative Cultures 145 7.1 Post-Heroic Leaders as Community Builders 145 7.2 Post-Heroic Leaders as Anchors of Collaborative Culture 149 References 152 Part III Post-Heroic Leadership Outcomes 8 Post-Heroic Leadership of Creativity and Innovation: From Idea to Excel 157 8.1 Post-Heroic Leadership and Innovative Working Methods 158 8.2 Post-Heroic Leadership and Innovative Organizational Cultures 162 References 169 CONTENTS ix 9 Post-Heroic Leadership, Resilience, and Well-Being 173 9.1 Resilience and Post-Heroic Leadership 174 9.2 Post-Heroic Leadership and Well-Being in the Age of Disruption 178 References 182 10 Post-Heroic Leadership: Epilogue and Agenda for Future Research and Action 185 10.1 Conceptual Model of Post-Heroic Leadership 186 10.2 Agenda for Future Research 188 10.3 Agenda for Future Action 189 References 189 Index 191 About the Author Miha Škerlavaj, Ph.D. is a Vice-dean for research and a Professor of Management at University of Ljubljana School of Economics and Business and an Adjunct Professor of Leadership and Organizational Behaviour at BI Norwegian Business School. He is an active as a member of the Scientific council to Slovenian Research Agency. He is a valued member of the scientific community and an awarded researcher who published in prestigious international research journals including Academy of Management Journal, Harvard Business Review, Journal of Organizational Behavior, Leadership Quarterly and Human Resource Management. He is involved in several international research collabora- tions with colleagues from top global business schools. He received the prestigious Zois certificate of recognition by the Republic of Slovenia in 2020forhisresearchinthefieldknowledgeandinnovationmanagement. HepublishedandeditedCapitalizingoncreativity:FosteringtheImple- mentation of Creative Ideas at Work and the Outfit7 case study at INSEAD.HisresearchreceivedattentioninglobalmediasuchasTheNew York Times. Škerlavaj is also an Active Research Disseminator as a radio co-host, podcast creator, op-ed writer, and blogger. He gained extensive xi