Townsend, A. (2015). Leading School Networks: Hybrid Leadership in Action?. Educational Management Administration & Leadership, 43(5), 719-737.
Townsend (2015) provides a detailed analysis of what hybrid leadership is and its relevance by having a general approach to the management of educational activities in the schools. Educational settings ave the most diverse forms of administration due to the difference in the sectors that the schools are classified under that is public or private, and the students who are being taught. For instance, there are structural differences in leadership between a university and a middle school. For a long time now, the school administrators have had to distinguish between solo and distributed leadership. The differentiation has presented a set of challenges for the educational institutions in the United States of America, for example. Townsend (2015) attempts to explain the hybrid notion of leadership about the administration in the school systems. The author illustrates the hybrid command by centrally focusing on case studies of the school networks. According to the author, hybrid leadership in the articles has been attributed to the intensification of researching and educational leadership in the case of school networks.
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Pugliese, G. (2017). Kantei Diplomacy? Japan's Hybrid Leadership in Foreign and Security Policy. The Pacific Review, 30(2), 152-168.
Pugliese (2017) offers a different approach from that of Townsend (2015) by having a politically inclined point of view. Pugliese (2017) focuses on Japan's hybrid leadership precisely in the foreign and security policy. The administration of Shinzo Abe, the current prime minister of Japan, has had a consistent balancing to China. The author focuses on the operationalization of the Japanese leadership from the perspective of the prime minister. Pugliese (2017) also seeks to banish the idea that Abe's administration is centered on premier diplomacy. Instead, a closer look at the prime minister's administration in the nation assumes a hybrid approach (Pugliese, 2017). Due to the employment of a hybrid policy in the leadership, Japan's leadership has functioned effectively within the scope of the United States of America's strategic framework centered on the Far East (Pugliese, 2017). Regardless of the structural constraints that present themselves in leadership, hybrid administration in Japan has addressed such concerns and facelifted the role of Japanese leaders in national development (Pugliese, 2017).
Croft, C. (2015). A New Approach to Hybrid Leadership Development. In Managing Change (pp. 170-185). Palgrave Macmillan, London.
Croft (2015) discusses the issue of hybrid leadership regarding the numerous advantages it has to the healthcare systems in the world. The inclusivity of hybrid leadership as explained by Pugliese (2017) is also evident in the discussions presented by Croft (2015). Leadership development among the middle-level managers from the clinical backgrounds, which are hybrid, is viewed as an influence on the enhancement of patient care, effectiveness of the organizations and level of innovation in the healthcare settings. Croft (2015) attempts to bridge the gap between the studies in the clinical settings and those in business regarding the role and importance of hybrid leadership by pinpointing the fact that most of the healthcare institutions globally are profit based institutions(Croft, 2015). Importantly, hybrid systems of management are capable of moving managerial and professional realms and view organizations through two-way windows (Croft, 2015). The systems are also capable of encouraging the various professional groups to collaborate in their work with the managerial workers (Croft, 2015).
Currie, G., & Spyridonidis, D. (2018). Sharing Leadership for Diffusion of Innovation in Professionalized Settings. Human Relations, 0018726718796175.
Currie & Spyridonidis (2018) elaborates more on the explanations of Croft (2015) by describing hybrid leadership as an elemental tool in the sharing of leadership for the innovational diffusion in the professional settings in the various corporate environments from across the world. Currie & Spyridonidis (2018) explains that innovation flourishes in the organizations but does not diffuse effectively. The lack of diffusion in innovation affects the various industries in the world in separate ways. One of the examples of the challenge worldwide is the lack of active addressing of the healthcare demands of the aging population with the exacerbating long-term conditions but have financial constraints (Currie & Spyridonidis, 2018). Leadership comes in to alleviate such challenges in the various parts of the world. In the process of administration, managers in the healthcare settings, according to the example given above, play an instrumental role in the mandating and the resourcing of the innovation among the employees. With time, the managers are also charged with the purpose of educating the other employees on revenue resources allocation in the different aspects of the hospitals that require economic help. All those are facades of hybrid leadership in the various healthcare-providing companies (Currie & Spyridonidis, 2018).
Tian, M., Risku, M., & Collin, K. (2016). A Meta-analysis of Distributed Leadership from
2002 to 2013: Theory Development, Empirical Evidence and Future Research Focus. Educational Management Administration & Leadership, 44(1), 146-164.
Tian, Risku & Collin (2016) provides explanations on the meta-analysis of studies performed between 2002 and 2013 based on distributed leadership. The authors state that distribution of leadership is one of the targets of hybrid administration in the world. Former research between 1996 and 2002 was found to have gaps that were to be addressed by the research dated 2002-2013. The previous studies had been unable to bring out the concept of distributed leadership and did not sufficiently explain its applications to the current world either. Tian, Risku & Collin (2016), therefore, attempts to dig into the concept of distributed leadership as it applies to contemporary world activities such as business practices. From the analysis made by the authors, it is indisputable that distributed leadership is the most appropriate form of administration for the state of the art world issues (Tian, Risku & Collin, 2016). The principal role of the distributed leadership is to empower the other members of an organization on leadership and responsibility for organizational development.
Chreim, S. (2015). The (Non) Distribution of Leadership Roles: Considering Leadership Practices and Configurations. Human Relations, 68(4), 517-543.
Chreim (2015) explores the topic of distributed hybrid leadership by considering the leadership practices and configurations. The author presents a comparative case analysis of the leadership configurations that apply to the distribution of leadership in modern organizations. Extra attention is given to the practices of the members of two teams in administration. Each team comes from the acquiring and the acquired organization, as in mergers, as they have deliberate plans to integrate their practices and redistribute their leadership roles (Chreim, 2015). The findings of the comparative case analysis indicate that in spite of the expectations that have been placed on the achievement of distributed leadership, the emerging administrative configurations across the organizations in the various parts of the world have posed challenges to the current administration (Chreim, 2015). Indicatively, the path to the attainment of hybrid leadership is one full of pitfalls that need to be addressed by the increase in education and especially regarding the application of the hybrid distributed leadership approaches.
Kang, J. H., Solomon, G. T., & Choi, D. Y. (2015). CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context. Journal of Management Studies , 52(4), 531-554.
Kang, Solomon & Choi (2015) look into the management styles that chief executive officers in the United States of America apply to their leadership positions, and how they affect the way organizations carry out their operations. The authors describe a study that was performed on a sample of 105 managers and 39 participating CEOs and used a multilevel structural equation approach (Kang, Solomon & Choi, 2015). The findings of the study link both transactional and transformational leadership models on the part of the CEO to relating positively to the managers' innovative behavior. The findings of the research also discovered that an organization's innovative climate is a mediating factor in the relationship between innovative tendencies and transformational behavior (Kang, Solomon & Choi, 2015). The CEOs' different administrative styles affect the innovative behavior of the workers. Nonetheless, both transactional and transformative leadership that the American CEOs possess are faced with various setbacks that may require a detailed model that involves the introduction and integration of a more distributional leadership approach (Kang, Solomon & Choi, 2015).
Mullins, W., & Schoar, A. (2016). How do CEOs See Their Roles? Management Philosophies and Styles in Family and Non-family Firms. Journal of Financial Economics, 119(1), 24-43.
Mullins & Schoar (2016) extrapolate the discussion that has been presented by Kang, Solomon & Choi (2015) on the American style of leadership and its opportunities and challenges. Mullins & Schoar (2016) use a survey of 800 chief executive officers in twenty-two emerging economies to show that the CEO management styles and philosophies differ with the ownership and the administrative structure of the companies they head (Mullins & Schoar, 2016). As such, a gap needs to be filled between the management styles of the company heads and the nature or tradition of the organizations that they are heading. Looking deeper at the deficiency in the coordination between structure and effective management, the founders and the CEOs of the firms with greater family involvement tend to have a greater stakeholder involvement and increased accountability to the employees than the non-family involved firms (Mullins & Schoar, 2016). The family-owned organizations are better placed to adopt the distributive leadership techniques compared to the non-family owned firms.
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective Trust In Chinese Leaders: Linking Paternalistic Leadership to Employee Performance. Journal of Management, 40(3), 796-819.
Chen et al. (2014) take the readers away from the American leadership that has been discussed above by moving further east to focus on the paternalistic leadership and how it can be linked to employee performance. The theoretical framework of the explanations follows the social exchange principles where the authors use the two most dominant Confucian values, relationalism, and hierarchy (Chen et al., 2014). The approach was used to illuminate the research on the role of affective trust in the link between paternalistic leadership and the employees' performance in the Chinese organizations. The examination was performed to establish the same. It was based in Taiwan where 27 companies in a conglomerate having 601 supervisor-subordinate pairs (Chen et al., 2014). The results of the study disclosed that while the benevolence and the ethical dimensions of paternalistic administration are positively related to subordinate progress in the organizations (Chen et al., 2014). Unlike the case of the United States of America where the CEOs mostly practice the transactional and transformational leadership, the case of the Taiwanese companies draws other insight into the leadership issue with a taste of the eastern world (Chen et al., 2014).
Li, Y., & Sun, J. M. (2015). Traditional Chinese Leadership and Employee Voice Behavior: A Cross-level Examination. The Leadership Quarterly, 26(2), 172-189.
Li & Sun (2015) attempts to explain how Chinese leadership and employees behavior are related regarding business practice. The study is centrally focused to the traditional Chinese leadership, as a representative of the eastern manner of administration. Traditionally, Chinese leadership was authoritarian. Hypothetically, Li & Sun (2015) state that the leaders' authoritarian leadership adversely affects the voice behavior of the employees. The same case happens when a manager is tyrannical. A cross-level study of the voice behavior of the employees within fifty-two groups of workers from various Chinese companies in Beijing, China was performed. After the analysis of the data collected, the researchers found out that the supervisor authoritarian administration negatively affects the ability of the employees to speak to in case there is a problem that has been identified at the workplace (Li & Sun, 2015). Conclusively, the traditional Chinese leadership impedes the business performance in the current world. There is more that needs that to be done to ensure that the command is distributed evenly among the employees.
Aritz, J., & Walker, R. C. (2014). Leadership Styles in Multicultural Groups: Americans And East Asians Working Together. International Journal of Business Communication, 51(1), 72-92.
Aritz & Walker (2014) explains both the western and the eastern leadership styles, as they would apply to the business world. According to Aritz & Walker (2014), the global economy has created new possibilities for the practice of business in the various parts of the world. However, the business people have had to contend with the need to understand the multiple cultures that are found in both the east and the west. Aritz & Walker (2014) also affirm the fact that multicultural groups make up the world's most organizations concerning the employee base. The authors add that such a mixture of cultures in the organization is likely to favor the integration of the distributive leadership, which leads to the development, and application of hybrid leadership (Aritz & Walker, 2014). Hybrid leadership is essential in the organizations as it offers a platform where the employees can keep their differences aside as they strive to work their best to improve the companies in which they are employed.
Meyer, K. E., & Xin, K. R. (2018). Managing Talent in Emerging Economy Multinationals:
Integrating Strategic Management and Human Resource Management. The International Journal of Human Resource Management, 29(11), 1827-1855.
Meyer & Xin (2018) focuses on the importance of having a mixed system of leadership in various firms across the globe. However, the authors focus on what they consider the next big challenge for most of the emerging economy multinational enterprises (EMNEs). The pitfall is in the alignment of human resources with their strategic ambitions. The human resource leaders in such setting lack the internationally recognized talents that would help them cope with the issues that are being experienced in their companies (Meyer & Xin, 2018). The lack of globally recognized abilities has been a significant barrier to the implementation of the leadership strategies in the human resources departments. One of the solutions that Meyer & Xin (2018) offers to solve the challenge is to fill administrative roles with international responsibility. Through that, the problems in the human resource departments will be solved for good. The authors, thus, highlight the importance of hybrid leadership in the corporate practices of the organizations.
M'zungu, S., Merrilees, B., & Miller, D. (2017). Strategic Hybrid Orientation between
Market Orientation and Brand Orientation: Guiding Principles. Journal of Strategic Marketing, 25(4), 275-288.
M'zungu, Merrilees & Miller (2017) explores the issue of having a hybrid blend in the market orientation and brand orientation in the principles that guide the leadership operations in the organizations. The strategic adjustments have for a long time served as supports for the managerial decisions that are made on a daily basis. The modern firms can combine diverse strategic orientations to achieve maximum performance. A study conducted in 2013 identifies a strategic brand orientation approach a having two methods. The first approach was the market and brand orientation and the second was the brand and market orientation (M'zungu, Merrilees & Miller, 2017). M'zungu, Merrilees & Miller (2017) describe current qualitative research using small and medium enterprises (SMEs) to find out the strategic hybrid orientations. The paper goes on to explain the theories and the processes that favor the two adjustments. The propositions in the paper underpin the fundamental guiding principles for the strategic administration of the hybrid orientation.
Carter, D. R., Seely, P. W., Dagosta, J., DeChurch, L. A., & Zaccaro, S. J. (2015). Leadership for Global Virtual Teams: Facilitating Teamwork Processes. In Leading Global Teams (pp. 225-252). Springer, New York, NY.
Carter et al. (2015) look into the integration of the western and the eastern styles of leadership to bring about the development of effective leadership for the global virtual teams in the modern world where technology has influenced the processes that take place in the corporate world. Carter et al. (2015) also focus on four critical developments in team effectiveness as they apply to the virtual teams. The first development is the new team states. The primary importance of the team emergent states is that they favor team success and acknowledge that leadership is an instrumental force to help facilitate the progress of the teams. The second key development is the team phases (Carter et al., 2015). Teams begin from the interaction Processes and advance to the optimal emergent states over time aiming to achieve their targets. The other phase in enhancing team effectiveness is the teamwork process. Teams have numerous activities that they need to undertake to ensure that they are efficient in their operationalization. The last and most crucial critical development is the functions of the team leadership. Typically, management accounts for the efficiency of most activities that concern a team. Carter et al. (2015) state that a combination of the eastern and the western teams ensures that strategic goals are achieved in the current leadership.
Canals, J. (2014). Global Leadership Development, Strategic Alignment and CEOs Commitment. Journal of Management Development, 33(5), 487-502.
Canals (2014) identifies that a global corporate strategy has appeared to move more rapidly than global leadership development in the various companies across the world. The situation has given rise to a few leadership snarl-ups. The most significant shortfall of the outcome is that the multinational corporations may not have adequate leaders in their growth and expansion in the markets or the managers with the required international competencies in their headquarters and branches of operations (Canals, 2014). Canals (2014), therefore, offers a set of solutions that can be used to tackle such problems for the companies. The author describes the previous theoretical understanding and the experience of one of the management plans in the global companies. Global companies should be based on the role that the global leaders need to perform and their exact context. Additionally, there is an inherent need of the alignment of the global administrative development with the firms' purpose and internal strategies.
Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015). West meets East: New Concepts and Theories. Academy of Management Journal, 58(2), 460.
Barkema et al. (2015) provide the readers with a taste of both the east and the west when it comes to management practices and their applicability. Most of the paradigms that have been explained by the authors majorly originate from the North American continent and date back to the 1950s and the 1980s. The paradigms were influenced by the cultural, philosophical and research traditions of the time. Contextual distinctions exist between the western and the eastern worlds of leadership. The theory development in management studies over time offers insights into the conditions that facilitate the development of new models (Barkema et al., 2015). The new approaches from the west, according to Barkema et al. (2015), are meant to integrate with the new ideologies that system from the east. The ideologies in the leadership favor business practices precisely in the multinational companies the western and eastern regions of the world.
Cumberland, D. M., Herd, A., Alagaraja, M., & Kerrick, S. A. (2016). Assessment and Development of Global Leadership Competencies in the Workplace: A Review of Literature. Advances in Developing Human Resources, 18(3), 301-317.
Cumberland et al. (2016) highlight the importance of globalization in the twenty-first century when it comes to modern businesses. Assessment and the development of global leadership competencies have been regarded as an essential topic in human resource development. The competencies enhance the personality traits, behaviors and the skills of the managers in the various organizations. However, the competencies have not always been implemented in the most appropriate ways in the organizations. Cumberland et al. (2016) attempt to address the gap of the implementation and the correct use of the competencies by assessing the development from the several disciplines in the corporate world, with the most significant one being human resource development. The aim of the study presented was to provide a framework that contributes to the understanding of how global leadership competencies can be generated to implement hybrid leadership. That will be a clear-cut path to the introduction of the business leadership practices that follow a hybrid approach (Cumberland et al., 2016).
Leih, S., & Teece, D. (2016). Campus Leadership and the Entrepreneurial University: A Dynamic Capabilities Perspective. Academy of Management Perspectives, 30(2), 182-210.
Leih & Teece (2016) focuses on the field of education, specifically higher education, as they explain the entrepreneurial diversity that leads to the efficiency of hybrid leadership in organizational scenarios. They present a study that explores the link between leadership at the campus level and the corporate level dynamic capabilities that enable the administration of the research universities (Leih & Teece, 2016). The authors observed that the presence of the on-campus leaders that relate strategic thinking and the development of capabilities that enhance the competitive advantages of the university and its ability to spearhead development. The university level of education has a more diverse student body than the other levels of education in the curricula of the various parts of the world (Leih & Teece, 2016). Therefore, hybrid leadership approaches may favor the application of the leadership strategies on the students.
Gosling, J., Jia, F., Gong, Y., & Brown, S. (2016). The Role of Supply Chain Leadership in The Learning of Sustainable Practice: Toward an Integrated Framework. Journal of Cleaner Production, 137, 1458-1469.
Gosling et al. (2016) link a hybrid approach of leadership in contemporary business ventures to the importance in the role of supply chain management in business activities. Sustainable supply chain management is a topic that has grown in the importance in recent years. Nonetheless, most of the organizations have not had an in-depth consideration of sustainable supply chain management and how it relates to the current leadership positions in the companies. Gosling et al. (2016) carry out a content-based literature review that aims at reviewing the intersections of supply chain management and how they relate to the processes and operations in the organizations. The supply chain managers have gone an extra step in their leadership strategies to integrate the reactive, contributive, and proactive programs that improve leadership.
Hodgson, D., Paton, S., & Muzio, D. (2015). Something Old, Something New?: Competing Logics and the Hybrid Nature of New Corporate Professions. British Journal of Management, 26(4), 745-759.
Hodgson, Paton & Muzio (2015) talks about the professionalization of particular management occupations. Hodgson, Paton & Muzio (2015) focuses on both project management and human resource management that have been neglected in the recent discussions based on the professions in the various organizations in the current corporate world. The paper focuses on the integration of a new style of leadership to the already existing management styles in the various organizations around the globe. Hodgson, Paton & Muzio (2015) provide an approach that compares the integration of the different forms of leadership to the hybrid management that has been practiced widely in the various parts of the world. The new corporate professionals have provided opportunities for the focus on the hybrid leadership with the employees being trained to handle operations in a better manner than they have been (Hodgson, Paton & Muzio, 2015).
Vance, C. M., Vaiman, V., Cosic, A., Abedi, M., & Sena, R. (2014). Smart Global Talent Management: A Promising Hybrid. In Global Talent Management (pp. 29-41). Springer, Cham.
Vance et al. (2014) have a contemporary approach to the development of management talents in the various organizations across the world. The paper notes that challenges in the global workplace have exacerbated in the last few years. The authors focus on the fusion of knowledge management and talent management as two aspects of applied research that would create an enabling environment for the studies that contribute to the application of hybrid leadership. The fusion focuses on the elements of leadership that can be drawn from both the western and the eastern administration styles to come up with an administration style that focuses on the strongholds of both leadership styles (Vance et al., 2014). The hybrid leadership has led to the creation of smart global talent management, which has been linked to the merger of the strengths of approaches. The combination of the individual management styles is also expected to lead to the reduction of the shortcomings of either or both administration strategies.
Wendt, K. (2018). Positive Impact Investing: A New Paradigm for Future Oriented Leadership and Innovative Corporate Culture. In Positive Impact Investing (pp. 1-26). Springer, Cham.
Wendt (2018) provides a view to a field of research where financial leadership decisions impact the integration into the investment choice that is made in the various aspects of the organization. As the analysts continue with the quest of learning more about the field of hybrid leadership, the existing academic research has identified the repercussions of the implementation of the consistent standards of leadership (Wendt, 2018). Majorly, the modeling of the future fitness and the positive impact of the future-oriented leadership and the creative corporate culture will be an essential aspect of the decision making when it comes to the organizational operations (Wendt, 2018).
Haigh, N., & Hoffman, A. J. (2014). The New Heretics: Hybrid Organizations and the Challenges they Present to Corporate Sustainability. Organization & Environment, 27(3), 223-241.
Haigh & Hoffman (2014) focuses on the challenges that the hybrid organizations have caused on their corporate sustainability. The most significant problem so far has been the focus on the dominant beliefs of strategic management. Hybrid leadership approaches have not challenged the current managers to transform their business ventures beyond the unsustainable status quo. Such a challenge has led to widespread confusion on the role of hybrid management in the various organizations across the world (Haigh & Hoffman, 2014). Haigh & Hoffman (2014) believe that more research is supposed to be performed to give more light to the hybrid organizations in the world. That has been identified as a tactical approach to the issue of management with more contemporary approaches than before.
Klettner, A., Clarke, T., & Boersma, M. (2014). The Governance of Corporate Sustainability: Empirical Insights into the Development, Leadership and Implementation of Responsible Business Strategy. Journal of Business Ethics, 122(1), 145-165.
Klettner, Clarke & Boersma (2014) gives an insight into the development of leadership and the implementation of a responsible business strategy for corporations in the state of the art world. Many Australian companies are using the corporate governance processes and the structures that develop, lead and integrate the corporate responsibility in the hybrid management (Klettner, Clarke & Boersma, 2014). The Australian corporations have started to embed sustainability in the development of strategies that lead to financial rewards, which indicate the betterment in the financial performance of the companies. The efforts that improve corporate sustainability do improve not only the acceptance of the strategies but also favor the improved durability (Klettner, Clarke & Boersma, 2014).
Schröer, A., & Jäger, U. (2015). Beyond Balancing? A Research Agenda on Leadership in Hybrid Organizations. International Studies of Management & Organization, 45(3), 259-281.
Schröer & Jäger (2015) theoretically approaches the various setbacks that affect the leadership in the hybrid organizations. Leadership is goal-based at the organizational levels. As such, the hybrid organizations have to ensure that the goals are more specific and clear to both the management and the employees (Schröer & Jäger, 2015). The leaders in such organizations operate at the points of intersections in the different sectors and different parts of the world. Thus, they have to set goals that apply to the communities surrounding them as well.
References
Aritz, J., & Walker, R. C. (2014). Leadership Styles in Multicultural Groups: Americans And East Asians Working Together. International Journal of Business Communication , 51(1), 72-92.
Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015). West meets East: New Concepts and Theories. Academy of Management Journal , 58(2), 460.
Canals, J. (2014). Global Leadership Development, Strategic Alignment and CEOs Commitment. Journal of Management Development, 33(5), 487-502.
Carter, D. R., Seely, P. W., Dagosta, J., DeChurch, L. A., & Zaccaro, S. J. (2015).
Leadership for Global Virtual Teams: Facilitating Teamwork Processes. In Leading Global Teams (pp. 225-252). Springer, New York, NY.
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective Trust In Chinese Leaders: Linking Paternalistic Leadership to Employee Performance. Journal of Management, 40(3), 796-819.
Chreim, S. (2015). The (Non) Distribution of Leadership Roles: Considering Leadership Practices and Configurations. Human Relations, 68(4), 517-543.
Croft, C. (2015). A New Approach to Hybrid Leadership Development. In Managing Change (pp. 170-185). Palgrave Macmillan, London.
Cumberland, D. M., Herd, A., Alagaraja, M., & Kerrick, S. A. (2016). Assessment and Development of Global Leadership Competencies in the Workplace: A Review of Literature. Advances in Developing Human Resources , 18(3), 301-317.
Currie, G., & Spyridonidis, D. (2018). Sharing Leadership for Diffusion of Innovation in Professionalized Settings. Human Relations , 0018726718796175.
Gosling, J., Jia, F., Gong, Y., & Brown, S. (2016). The Role of Supply Chain Leadership in The Learning of Sustainable Practice: Toward an Integrated Framework. Journal of Cleaner Production, 137, 1458-1469.
Haigh, N., & Hoffman, A. J. (2014). The New Heretics: Hybrid Organizations and the Challenges they Present to Corporate Sustainability. Organization & Environment, 27(3), 223-241.
Hodgson, D., Paton, S., & Muzio, D. (2015). Something Old, Something New?: Competing Logics and the Hybrid Nature of New Corporate Professions. British Journal of Management , 26(4), 745-759.
Kang, J. H., Solomon, G. T., & Choi, D. Y. (2015). CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context. Journal of Management Studies, 52(4), 531-554.
Klettner, A., Clarke, T., & Boersma, M. (2014). The Governance of Corporate Sustainability: Empirical Insights into the Development, Leadership and Implementation of Responsible Business Strategy. Journal of Business Ethics, 122(1), 145-165.
Leih, S., & Teece, D. (2016). Campus Leadership and the Entrepreneurial University: A Dynamic Capabilities Perspective. Academy of Management Perspectives , 30(2), 182- 210.
Li, Y., & Sun, J. M. (2015). Traditional Chinese Leadership and Employee Voice Behavior: A Cross-level Examination. The Leadership Quarterly , 26(2), 172-189.
Meyer, K. E., & Xin, K. R. (2018). Managing Talent in Emerging Economy Multinationals:
Integrating Strategic Management and Human Resource Management. T he International Journal of Human Resource Management, 29(11), 1827-1855.
Mullins, W., & Schoar, A. (2016). How do CEOs See Their Roles? Management
Philosophies and Styles in Family and Non-family Firms. Journal of Financial Economics, 119(1), 24-43. M'zungu, S., Merrilees, B., & Miller, D. (2017). Strategic Hybrid Orientation between Market Orientation and Brand Orientation: Guiding Principles. Journal of Strategic Marketing , 25(4), 275-288.
Pugliese, G. (2017). Kantei Diplomacy? Japan's Hybrid Leadership in Foreign and Security Policy. The Pacific Review , 30(2), 152-168.
Schröer, A., & Jäger, U. (2015). Beyond Balancing? A Research Agenda on Leadership in Hybrid Organizations. International Studies of Management & Organization, 45(3), 259- 281.
Tian, M., Risku, M., & Collin, K. (2016). A Meta-analysis of Distributed Leadership from 2002 to 2013: Theory Development, Empirical Evidence and Future Research Focus. Educational Management Administration & Leadership, 44(1), 146-164.
Townsend, A. (2015). Leading School Networks: Hybrid Leadership in Action?. Educational Management Administration & Leadership, 43(5), 719-737.
Vance, C. M., Vaiman, V., Cosic, A., Abedi, M., & Sena, R. (2014). Smart Global Talent Management: A Promising Hybrid. In Global Talent Management (pp. 29-41). Springer, Cham.
Wendt, K. (2018). Positive Impact Investing: A New Paradigm for Future Oriented Leadership and Innovative Corporate Culture. In Positive Impact Investing (pp. 1-26). Springer, Cham.
