Business Leadership and Market Competitiveness New Paradigms for Design, Governance, and Performance Andrée Marie López-Fernández Business Leadership and Market Competitiveness “Corporate decision-making is becoming complex as society, business, and corporate governance are triangulated in the global marketplace today This book puts forth new dimensions in current business practices for strategic decision making over the traditional wisdom of managers The book offers a series of conceptual models that will lead to a shift in readers’ mindsets A must read for managers and change leaders…” —Rajagopal, PhD FRSA, Professor and National Researcher, EGADE Business School, Mexico Andrée Marie López-Fernández Business Leadership and Market Competitiveness New Paradigms for Design, Governance, and Performance Andrée Marie López-Fernández Universidad Panamericana Mexico City, Distrito Federal, Mexico ISBN 978-3-030-03346-0 ISBN 978-3-030-03347-7 (eBook) https://doi.org/10.1007/978-3-030-03347-7 Library of Congress Control Number: 2018964416 © The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2019 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, electronic adaptation, computer software, or by similar or dissimilar methodology 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 names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information 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, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Cover pattern © John Rawsterne/patternhead.com This Palgrave Pivot imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland Preface There is a constant need to find an adequate balance between the thoughts, concepts, models, and techniques that created the very foundation of business and new and innovative propositions, in a context of overwhelming changes in the environment Some organizational leaders make the mistake of engaging in business practices on the basis of tradition or because they are derived from classical theory without considering the particularities of the current climate The volatility of the environment has become a constant variable in decision making The speed with which changes occur has significantly increased in the last two decades; the Internet boom and the emergence of social media and social networking sites have without doubt been instrumental in the shaping of the current external conditions as well as organizational dynamics For one, current and potential stakeholders have become much more empowered and assertive in voicing their opinions and thoughts regarding business practices and tend to so via social platforms Creating a dialogue with them is essential for the achievement of desired performance as well as growth and development The purpose of this book is to present a comprehensive view of the implications and attributes of business environments This book provides insights into business dynamics that provide satisfaction, added value, and enhanced performance Competitive paradigms, which are constantly being shifted, and turbulent environmental conditions, which are a constant today, tend to dictate rather than inform strategic decision making regarding organization’s status quo and desired outcomes As such, there is a need for organizational leaders to re-examine current v vi PREFACE practices The book intends to provide theoretical contribution in regard to leadership, corporate governance, collaborator management, performance management and organizational design, as well as the relation of the aforementioned to types of organizations Each chapter begins with a discussion on the corresponding organizational concept on the basis of various definitions developed by practitioners and scholars Leadership Taxonomy, Chap 1, begins with a debate on nature versus nurture in order to determine the fundamentals of the concept The different styles of leadership, which have been significantly debated by scholars and practitioners in organizational literature, are presented so as to highlight the advantages and disadvantages of each style for the achievement of desired performance The practices of seeding and implanting leadership are discussed to draw attention to the role of society in the shaping and development, and relevance of a streamlined ideology and its association with leadership and followership Three types of leadership, induced, purposive, and macro and global, are introduced to explain the new dynamics surrounding the concept in the current conditions Induced leadership refers to the effects of the organization’s internal and external dynamics on the development of leadership, organizational culture, and performance outcomes Purposive leadership, which is associated with the latter, is generated on the basis of particular strategic goals, while macro and global leadership emerge for global strategic goal achievement The final section of the chapter includes propositions regarding the correlation between the concept of syntality (description of group behavioral traits) and leadership; it discusses its implications on team dynamics, effectivity, and performance Chapter 2, Corporate Governance, offers a discussion on corporate governance; it is a concept that tends to resonate with current and potential stakeholders when an organization’s decision making is questioned in traditional media and, increasingly, in social media The chapter addresses the differences among organizations that formally design, implement, measure, and control corporate governance versus those that steer away from its formal engagement Transparent communication, control, and accountability are discussed as leading attributes of the internal and external fit of corporate governance A model for internal fit, which depicts the systematic process where corporate goals and collaborators’ personal goals converge, is presented along with a model which explains how corporate goals and corporate social responsibility goals relate and correlate, in alignment with the internal fit Furthermore, it debates the role of media PREFACE vii participation in accountability and the consequences of its intervention on stakeholder satisfaction and perception of organizational dynamics by illustrating the value of social media, particularly social networking sites Chapter 3, Performance Management, tackles the issue of organizational performance and its correlation with individual performance, specifically based on individual assessments Without disregarding the importance of measuring performance, as it is an elemental managerial practice, the effectivity of traditional individual evaluations is questioned; there ought to be a better approach to evaluating performance that does not stem from a coercive standpoint An analysis of individual evaluation implications for performance management is included, as well as details of the repercussions of these assessments on individual and organizational satisfaction, productivity, and performance Moreover, this chapter describes the process to effectively align organizational performance strategic goals with collaborator strategic goal achievement (SGA) And, in order to so successfully, a model is proposed to achieve an integral approach to performance management on the basis of individual and organization desired performance Collaborators are definitely key to the achievement of desired organizational performance and, therefore, growth and development; as such, Collaborator Management is examined in Chap The dialogue of empowerment describes the characteristics and differences among collaborator voice and silence, and effects of openness A model, 7Ss for collaborator dialogue, is proposed to achieve desired outcomes Also, the relation of empowering collaborator dialogue with leadership, and organizational culture and climate is discussed The maximization of collaborator MO is examined for achieving high levels of productivity, increased satisfaction, perceived added value, and performance; that is, as opposed to forcing collaborators into the contextually accepted organizational fold Further, it evaluates the impact of SGA on collaborators’ well-being, satisfaction, productivity, and performance, which is also discussed for managerial implications Finally, intergenerational collaboration is addressed by analyzing the negative effects of generational discrimination on individual well-being, satisfaction, productivity, and performance, as well as that of the organization In the beginning of Chap 5, Organizational Designing, the first question posed is whether to redesign or perish It includes a discussion on the advantages and disadvantages of placing emphasis on redesigning as an ad hoc solution for sustained business growth and development by describing its association with the intent to adopt organizational design trends, as well viii PREFACE as the effects of radical transformation The effects of keeping up with latest propositions and trends to maintain a “state-of-the-art” organizational design are evaluated and a model to manage potential shock received by the turbulent environmental conditions is proposed so organizational leaders can properly design their organization Finally, a layering approach to design, as opposed to a radical transformation, is described as an alternative to achieve desired outcomes in regard to organizations’ particular needs The final chapter addresses future directions for organizations It discusses key elements that all organizations, regardless of size and line of business, should tackle in the pursuit of sustained growth and development The idea for this book came from analyzing current organizational decision making as well as trends, which led me to examine whether or not we are likely to tackle current and future challenges Thus, as we get prepared to enter the third decade of the twenty-first century, it is only fitting that we ask the difficult and uncomfortable questions regarding our business practices Mexico City, Mexico October 2018 Andrée Marie López-Fernández Acknowledgments The process of writing this book has certainly been supported by lively discussions with colleges, family, and friends I thank Dr Rajagopal, my mentor, for always inspiring me to continue asking questions I would also like to thank Renée Valentina for motivating me to speak my mind, and Federico for his support and love I express my deepest gratitude to Anita for her unwavering support, love, and continuous motivation; she has been instrumental in this realization of this project as well as many others I thank Carla for always being a believer and her contagious enthusiasm, and Victor, my accomplice, for his continuous encouragement to follow my dreams This project could not have been completed without you ix Contents 1 Leadership Taxonomy 1 Defining Leadership 1 Initiating the Debate on Born Leaders 2 Style of Leadership 5 Seeding Leadership 10 Implanting Leadership 12 Induced Leadership 13 Purposive Leadership 16 Macro and Global Leadership 16 Syntality for Effective Leadership 17 References 19 2 Corporate Governance 27 Defining Corporate Governance 27 Governance Formality and Informality 28 Key Corporate Governance Elements 29 Internal Fit 33 External Fit 37 Media Participation in Accountability 39 References 45 xi 104 A M LÓPEZ-FERNÁNDEZ The approach requires effectively managing internal and external variables to layer the organizational designing process systematically By addressing organizational design as a layering process, the question of when the decision should be made to engage in the practice is eliminated As previously stated, uncertainty is a condition that, for all intents and purposes, will subsist In dealing with designing, what is certain is that it ought to be continuously updated; the complexity of updating lies in the fact that it should be done on the basis of the organization’s strategic planning (internal variables), which should account for the results of shock management (external variables) The latter, then, implies that the organization is properly managing the variables as well as their effects Consulting and auditing becomes an important constant; asking questions such as, is the organization offering a product and/or service, a solution, added value, satisfaction, all of the above?—may assist in determining how an organization should undertake the process of layering organizational design This approach requires the organization to 1 delegate constant efforts toward strategic planning a It means laying down a train track and constantly designing alternate rails as to be ready for any shifts in the environment, through effective innovation plans, contingency plans, and crisis plans, among others Layering organizational design efficiently means that organizational leaders and decision makers are not waiting for things to go wrong before acting on them Therefore, layering involves continuous contingency and crisis planning derived from the strategic plan which has been properly aligned with the organization’s corporate philosophy A clear example of this is the planning required for confronting the challenges of a natural disaster Early warning earthquake systems, which provide 45 seconds to a minute’s warning, have saved thousands of lives; countries that adopt this technology so because they can account for a significant number of earthquake-related deaths Not investing in this technology does not make any sense, does it? Not planning for a catastrophe is a catastrophe waiting to happen In Mexico, even with the system in place in Mexico, on September 19, 2017, the alarm did not go off, and the rest is history The social impact notwithstanding, not preparing for any and all environmental changes did not make good business sense either ORGANIZATIONAL DESIGNING 105 Not having a strategic contingency and crisis plan had a direct and significantly negative impact on all types and sizes of organizations weigh the pros and cons of trends a This means that the organization need not base strategic decisions on trends for the sake of staying up to date Layering organizational design effectively also means being vigilant of the activity occurring on social networking sites and evaluating the implications of adopting versus not adopting them Thus, the layering approach entails proactively listening and tending to current and potential stakeholders’ needs and wants (not solely regarding products and/or services the organization offers) in order to ensure effective responsiveness For instance, there are environmental and social movements, such as #csr, #savethearctic, #timesup, currently occurring in social networking sites that are clear messages of the direction that organizations should be taking now, if they have not already, and in the near future regarding policies, norms, and standards of their everyday operations; not doing so may result in undesired repercussions on business growth, in fact, it is happening to organizations that refuse to adhere to international environmental standards Responsiveness to current and potential stakeholders’ needs and wants, then, is the basis for the cocreation of value delegate efforts toward shock damping management a It means that organizations recognize uncertainty as a given, risk must be assumed, and shocks stemming from various categories (i.e political, economic, social, and cultural) directly or indirectly impact and influence decision making Layering organizational design involves managing these shocks by damping them, and processing them with the aim of generating beneficial changes in the design’s core Regardless of the size of the modification, each change is sought to improve organizational effectivity, thus, the scope of the modification’s impact is organizational An example of this is the constant changes occurring in the political realm worldwide Certain decisions made by, let’s say a Head of State, whether or not she/he is leading the country in which the organization is 106 A M LÓPEZ-FERNÁNDEZ operating, will have a direct or indirect impact on the organization and will surely influence decision making Therefore, it makes good business sense to absorb such shocks and process them to ready the organization for any and all changes those decisions may cause identify and evaluate outcomes a This point seems to be straightforward, as it means that organizational leaders need to engage in the well-known function of control; however, it is not that simple Although some may think otherwise, it is fairly easy to detect errors, mistakes, mishaps, and overall failure, yet, it is more difficult to vocalize successes and victories Most collaborators are qualified to identify failure and even point it out; however, not all collaborators are bestowed with the authority to state that victory has been achieved The layering approach, then, requires granting collaborators authority to express positive outcomes, praise hard work, and recognize the added value generated This will lead to an organization that is, besides improving its design, constantly in a learning process For instance, news headlines are inundated with examples, as noted in Chap 2, where organizations are labeled because of mistakes and ultimate failure of meeting stakeholders’ expectations In such cases, the process of designing is overshadowed by the need to fix wrongdoings This is not to say that these organizations should not be held accountable, on the contrary, they must be held accountable; more accurately, legitimacy is not an option in the pursuit of business sustainability Therefore, again, it makes good business sense to foster legitimacy from the inside-out by evaluating and enhancing the hits, rather than focusing on the misses Layering organizational design provides significant benefits for the overall organization Figure 5.4 depicts the organizational design layering model which is accomplished by effectively managing shock; it illustrates how doing the latter provides benefits which are visible in four elemental organizational aspects: leadership, performance, growth, and development Each fragment of information developed by managing shock provides insights to further streamline the framed ideology intended for implanting leadership; therefore, the attributes and effects of leadership can be positively renovated by means of organizational design layering In such case, leadership is tweaked rather than drastically transformed which, ORGANIZATIONAL DESIGNING Fig 5.4 Organizational design layering model 107 Political Social Damper Cultural Responsivenes Economic to say the least, requires a significant investment Achieving desired performance is not a stress-free task; however, those layered improvements in design, which lead to improved leadership, inevitably have a positive effect on collaborator performance, hence, organizational performance The information that organizational leaders are promptly equipped with by implementing this approach is critical for optimal decision making Certainly, changes in the environment, technological advancements, and continuous innovations have informed the various methods of organizational designing, including the proposed layering process All actions lead to a series of events that cause shock, vibrational energy (data and information), that permeate the organization and it is its layering innovativeness that will lead to a design that stimulates responsiveness, desired performance, and the co-creation of value; consequently, innovativeness in layering is what will drive the achievement of business sustained growth and development References AbdEllatif, M., Farhan, M. S., & Shehata, N. S (2018, June) Overcoming business process reengineering obstacles using ontology-based knowledge map methodology Future Computing and Informatics Journal, 3(1), 7–28 Ahuja, M. K., & Carley, K. M (1999, November–December) Network structure in virtual organizations Organization Science, 10(6), 693–815 108 A M LÓPEZ-FERNÁNDEZ Bao, T., & Wang, Y (2012, September) Incomplete contract, bargaining and optimal divisional structure Journal of Economics, 107(1), 81–96 BBC (2017, April 18) ‘There is no news’: What a change from 1930 to today Retrieved May 24, 2018, from Entertainment & Arts: http://www.bbc.com/ news/entertainment-arts-39633603 Chandler, A (1962) Strategy and structure: Chapters in the history of American industrial enterprise Cambridge: MIT Press Clippinger, J. H (1999) Order from the bottom up: Complex adaptive systems and their management In J. 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R., & Kinzig, A (2004, December) Resilience, adaptability and transformability in social-ecological systems Ecology and Society, 9(2) Retrieved August 15, 2018, from http://www.ecologyandsociety.org/vol9/iss2/art5/ Yang, L., FitzPatrick, M., Varey, R., & Costley, C (2015, June 10–13) Towards a holistic ‘sustainability’ for the mutual enhancement of humans and nature 2nd International Social Business Conference Anadolu: Anadolu University CHAPTER Future Directions The ever-changing environment certainly poses a series of questions of what lies ahead, which challenges organizations will face next To understand future directions it is perhaps important to first acknowledge what has been learned in order to appreciate the current state of affairs Two specific concepts come to mind, not new but resounding, namely, accountability and legitimacy; although much has been learned about them, there are still significant areas of opportunity that must be addressed Therefore, future directions will entail reinforcement of accountability in pursuit of organizational legitimacy The Name of the Game: CSR Scholars and practitioners have been formally discussing the operational implications of organization roles in social responsibility for almost 70 years, that is, since Dempsey (1949) articulated the concept of business responsibility and Bowen (1953) first coined the term corporate social responsibility (CSR); thus, it is not a new concept Although there is no consensus on either the exact moment organizations started engaging in CSR-related practices or its definition, most agree on its significance to business, the environment, and society From any angle it is analyzed, whether financial performance, business growth, social performance, stakeholder satisfaction, added value, corporate reputation, strategic marketing, and business development, among others, CSR is a practice that © The Author(s) 2019 A M López-Fernández, Business Leadership and Market Competitiveness, https://doi.org/10.1007/978-3-030-03347-7_6 111 112 A M LÓPEZ-FERNÁNDEZ just makes good business sense And, it is for such reasons that procrastination on the matter seems unfathomable There have been a series of incidents that have unquestionably informed the definition of CSR and led to the need for a serious discussion on accountability, the latter being incredibly significant in the fight against violations of human rights, scarcity of basic needs, environmental destitution, and wars, among many more appalling issues The social shock, particularly grounded on an emotional jolt, rising in response to these deplorable conditions, and abhorrent decisions are driving the urgency for worldwide collaboration and cooperation Also, the social shock caused by lack of action is galvanizing current and potential stakeholders to take a stance and urge organizations to be effectively responsive There are multiple examples of organizations being informed and requested to be proactive in relation to environmental and social issues In 1962, Rachel Louise Carson, in her book The Silent Spring, alerted the world of the inevitable negative effects of poor decision making on the environment and, thus, incited the environmental movement In 1987, the World Commission on Environment and Development, in the Brundtland Report (AKA “Our common future”), put forth the definition of sustainable development and petitioned the citizens of the world to be proactive in the matter (WCED 1987) Also, former UN Secretary General Kofi Annan and UN Secretary General Ban Ki-moon both have urged organizations, institutions, firms, businesses, and governments alike, to take action for the successful alignment with the UN Global Compact and achievement of the eight Millennium Development Goals (today reformulated as the seventeen Sustainable Development Goals (SDGs)), respectively (UN 2000; Ki-moon 2016), to name a few examples CSR defines organizations attitude and behavior To put it plainly, it is indicative of the organization’s corporate philosophy The latter, as discussed in Chap 5, reveals who the organization is, why it exists, where it is going, and how it intends to get there, therefore, it ought to be fit (i.e have the necessary foundation) for CSR engagement This ultimately means that not engaging in CSR also speaks volumes of organization’s inadequacy to be accountable and disregard for social growth and development This begs the question, why are organizations so resistant to engage in CSR practices? And, the follow-up, they, despite facts to the contrary, continue to view CSR as a cost rather than an investment? Do they not believe that they are accountable for their actions? Have they no concern for the environment, human rights, equality, freedom, safety and FUTURE DIRECTIONS 113 security, etc., or they simply only care about the bottom line? How about their responsibility toward collaborators, have they no concern for wellness, deference, and the elimination of microaggressions as well as macroaggressions? Global conditions have become so severe that the discussion on whether or not organizations should be socially responsible is no longer on the table; it is now critical that organizations effectively engage in CSR; in other words, as stakeholders of society, it is imperative that they strive to be accountable for their actions as well as for business and social growth and development Furthermore, the “request” for organizations to engage in CSR is now more of a demand, as the number of consumers taking an “or else” stance is growing by the minute In order to achieve business sustainability, the name of the game is CSR Bringing Consumer Activism into the Fold Consumer activism has been around for a long time, although lately it has taken on a life of its own Activist consumers are proactive in their purchase decision making; they enjoy researching products, services, and brands before making purchases to ensure that products and services are on par with their expectations They unwaveringly state that they will not purchase products and/or services from organizations actively engaged in questionable or unethical practices; in a sense, these consumers exhort organizations to “do the right thing”, by sending an “or else” message Traditionally, these consumers would strongly urge organizations to comply with their requests or they would take to the streets in protest and/or boycott the organization in question; their intent, then, is to influence organizational decision making Although some may argue that they are less likely to be influenced by, for instance, marketing techniques, it is not the case, rather they are influenced by the knowledge of an organization’s operations, its business dynamics Therefore, marketing techniques are effective as long as those consumers perceive them to be authentic, honest The main difference with current activist consumers is the platform on which they are able to make their voices heard, rather than taking to the streets, they take to social media without having to actually leave their comfort zone Their “do the right thing or else” message is now placed on boundless social networking sites, such as Facebook, Twitter, and Instagram, among others They denounce organizational misconduct on 114 A M LÓPEZ-FERNÁNDEZ such platforms and are able to call for a worldwide boycott and/or ban; and, the use of hashtags further unites consumers around the world and leads to potential viralization reaching millions of current and potential consumers There are hundreds of hashtags that have been created and have gone viral, some examples are: #metoo, #nomore, #timesup, #heforshe, #actonclimate, #savetheplanet, and #staywoke, among many others There is a direct association between organizations’ engagement in CSR and consumer activism, meaning that these consumers not only prefer to purchase from organizations engaging in CSR but also wish to continuously influence their decision making to improve their internal dynamics Activist consumers engaging in online discussions with organizations and other stakeholders, so to exhort organizations to change their policies, norms, and standards Their intention is to influence social development; thus, they will sanction those organizations that not engage in CSR practices and will publicly confront them, and will the opposite with those that are socially responsible Because stakeholders are ones that grant legitimacy to organizations, encouraging effective communication with them via social networking sites, trolls and bots notwithstanding, makes good business sense The reality is that the only way that, today, organizations will be able to bring consumers into the fold is if they take on a serious commitment to engage in CSR and proactively listen to both current and potential stakeholders The questions that rise, then, are why organizations avoid activist consumers? And why are organizations not proactively engaging stakeholders on social media? Swinging for the Fences In the need to adapt to change and remain competitive, some organizational leaders often make the mistake of following the pendulum to the opposite extreme; each time it is their turn to lead and make decisions, they swing for the fences Granted, home runs are thrilling, they stir up the crowd, produce more points, and create icons; however, not every play can be made for a home run, sometimes the most strategic play can be a pickoff or a sacrifice fly Players that always swing for the fences can have a negative impact on their well-being and their performance (and that of the team), and doing so can drastically alter structural design, and damage relationships The reality is that in business as in sports, critical strategic thinking and analysis are required to successfully evaluate environmental conditions, changes, and trends, in order to make the right call FUTURE DIRECTIONS 115 Take, for example, organizations that have jumped on the e-business train with conviction; their leaders and managers have come to believe that consumers are leaning toward a totally digital world, where they will effectively exchange their brick and mortar experiences for only online shopping experiences As such, they have completely transformed their organizational design to adopt a full virtual experience for consumers, meaning that, they only sell their products and/or services online It might make sense to some for consumer behavior may seem to be headed in that direction; however, in reality what has occurred is that they have merely skimmed the external conditions and behavioral patterns to make that call Although it is true that there continues to be an increment in Internet access which enables online shopping, consumers are displaying significant change in their behavior and attitude toward online transactions Consumers are becoming more and more conscientious about the implications of online purchases; that is, they have begun to ask important questions, such as: what is done with their personal information? What are algorithms and why are they being applied to their information? Why is it ok for organizations to sell the results of user searches, preferences, and purchases? Does the concept of privacy even apply to online shopping? How socially responsible are organizations that are misusing their data and information? Also, is the convenience of buying online worth it? Therefore, consumers are not only more wary of the consequences of purchasing online, but also of the amount of personal information that needs to be shared on virtual platforms to purchase a product and/or service These very aware consumers are retreating from the digital world and are returning to the bricks and mortar experience Therefore, organizations that buy into the “change” and transform their organization’s design on such basis, may find that their once loyal consumers are no longer with them In a sense, a more thorough analysis and a layering design approach would have prevented such transformation and would have enabled the organization to retain its current consumers and attract potential ones, that is, by adopting an online presence that serves the online consumer without alienating other consumers; thus, having a positive impact on the organization’s business growth A change in the environment and stakeholders’ preferences does not always call for following the pendulum to the opposite extreme, engaging in drastic alterations, nor does it merit always swinging for the fences The question, then, is why organizational leaders make these decisions? Why is strategic thinking not being featured as the fundamental of strategic decision making? 116 A M LÓPEZ-FERNÁNDEZ Challenges Ahead Competitive paradigms are ever shifting, causing organizational leaders and decision makers to constantly question what are the challenges ahead The fact is that on the verge of the third decade of the twenty-first century, to be competitive, an organization ought to be able to achieve business sustainability (i.e remain in business) and so by satisfying stakeholders’ needs and wants, sustaining financial performance, adding value, and effectively engaging in CSR Rather than steering clear from activist consumers, organizations should strive for their feedback as there is always room for improvement, and satisfying current and potential stakeholders should always be a priority The challenge of leading a high-performing organization will lie in the strategic alignment of internal dynamics with external needs caused by ongoing change Therefore, organizations are expected to be change agents, to make a significant difference, to expand their objectives from merely achieving a desired bottom line to achieving business and social growth and development Hence, the challenge is to #staywoke References Bowen, H. R (1953) Social responsibilities of the businessman New York: Harper & Row Dempsey, B. W (1949, July) The roots of business responsibility Harvard Business Review, 27, 393–404 Ki-moon, B (2016, June 22) Remarks at 2016 UN Global Compact leaders’ summit: Making global goals local business Retrieved September 14, 2018, from United Nations Secretary-General: https://www.un.org/sg/en/content/sg/ speeches/2016-06-22/remarks-2016-un-global-compact-leaders-summitmaking-global-goals UN (2000, September 8) Millennium summit of the United Nations Retrieved September 12, 2018, from Millennium Declaration: http://www.un.org/en/ development/devagenda/millennium.shtml WCED (1987) United Nations report of the World Commission on Environment and Development Our common future Oxford: Oxford University Press Index A Accountability, 29–32, 36, 38–45, 111, 112 Adaptability, 98, 100, 102 Added value, 111 Agents of change, 17 B Business sustainability, 113, 116 C Coerciveness, 60–62 Collaborator goals, 33, 35 satisfaction, 72 Competitive paradigms, 116 Compliance, 28, 30, 31, 36, 40, 42, 43 Consumer activism, 113–114 behavior, 115 Control, 27–31, 36, 39, 40 Corporate goals, 33–35, 37, 38 philosophy, 50, 73, 77, 87, 92, 93, 95, 98, 102–104 reputation, 111 scandals, 40, 42 Corporate social responsibility (CSR), 37, 38, 41–43, 111–114, 116 D Decision making, 92, 95, 96, 98–102, 105–107 Dialogue, 71, 73–77, 81, 88 E Effective communication, 73 Empowerment, 71, 73–77, 88 Engagement, 52, 56–58, 60, 61 Environmental change, 114 Environmental issues, 112 Evaluators, 57–61 Evidence, 56–59 External fit, 30, 33, 37–39, 42, 45 © The Author(s) 2019 A M López-Fernández, Business Leadership and Market Competitiveness, https://doi.org/10.1007/978-3-030-03347-7 117 118 INDEX F Family business, 12, 15 Feedback, 58–60, 65–67 Flexibility, 98, 100, 101 Followers, 1, 8, 10, 11, 17 G Gender, Glass ceiling, Glass cliff, H Hashtags, 42–44, 114 High-performing, 17–19 I Implanting leadership, 12–13 Individual performance evaluations, 49–52, 54–63, 65, 66 Induced leadership, 13–16 Integral performance evaluations, 62–64 Internal fit, 33–36 L Layering design, 103–107 Legitimacy, 111, 114 M Macro and global leadership, 16–17 Measuring performance, 82 Millennials, 85–87 Millennium Development Goals (MDGs), 112 Modus Operandi (MO), 77 Multinational enterprises (MNEs), 4, 13, 15, 17 N News, 96, 97, 106 O Organizations climate, 75 performance, 49, 50, 52–54, 58, 60, 61, 63, 65 structure, 93, 103 P Performance strategic goals (PSG), 63, 65, 66 Proactivity, 98, 100, 102 Productivity, 28, 29, 34, 37, 52, 54, 55, 57, 58, 60, 61, 65–67, 71, 72, 74, 77–82, 85–87 Purposive leadership, 16 R Redesign, 93–95, 103 Reengineering, 94, 95, 103 Resilience, 98, 100, 102 Responsiveness, 91, 94, 98, 100, 105, 107 S Satisfaction, 52, 56–58, 60, 61 Seeding leadership, 10–11 Shock absorber, 100, 101 dampers, 98–101 Silence, 73–75, 77, 79 Small and medium enterprises (SMEs), 4, 12, 14, 15, 29 Social issues, 112 Social media, 27, 30–32, 39, 41, 42, 45, 96, 97 INDEX Social networking sites, 113, 114 Social shock, 112 Stakeholders, 27, 30–33, 36–42, 45, 72, 76, 77, 93, 97, 98, 105, 106 perceptions, 15 preference, 115 satisfaction, 111 Standardized evaluations, 54–60 Strategic goal achievement (SGA), 56, 57, 63, 65–67, 74, 81–85, 88 Strategic planning, 91, 95, 104 Streamlined ideologies, 12, 16 Sustainable Development Goals (SDGs), 112 Syntality, 17–19 119 T Transparent communication, 29, 30, 36, 38, 39 Trends, 91, 96–98, 103, 105 Turbulent environment, 103 Tweets, 33, 41–44 U Uncertainty, 98, 99, 102, 104, 105 V Voice, 71, 74–77 ... read for managers and change leaders…” —Rajagopal, PhD FRSA, Professor and National Researcher, EGADE Business School, Mexico Andrée Marie López-Fernández Business Leadership and Market Competitiveness. .. reward system (Belias and Koustelios 2015) to promote good behavior and performance (Odumeru and Ogbonna 2013) and punishments to dissuade bad behavior and poor performance Therefore, there is a particular... Style of Leadership 5 Seeding Leadership 10 Implanting Leadership 12 Induced Leadership 13 Purposive Leadership 16 Macro and Global Leadership 16 Syntality for Effective Leadership 17