Abstract
Orientation: Acknowledging the need for a deeper understanding of interpersonal communication as part of interpersonal leadership in knowledge-based organisational contexts.Research purpose: This study aimed to propose a theoretically based definition of constructive interpersonal leadership relations (ILRs) and a generic model of ILR with guidelines for fostering constructive ILR in knowledge-based contexts.Motivation for the study: Emerging trends showed knowledge-based organisations presented unique sets of challenges for constructive ILR in South Africa.Research approach/design and method: We conducted a qualitative study using the interpretivist research paradigm. Two convenience samples were used for the data collection: semi-structured in-depth interviews with eight experts in the field, and 31 questionnaires were sent to leaders or followers that examined the micro-perspective in knowledge-based organisations in South Africa. The data analysis and interpretation were performed by thematic analysis.Main findings: We established that the leader–follower dyad is the locus of interpersonal leadership, and that in constructive ILR, leaders or followers actively and mutually nurture the leader–follower dyad, that leaders oversee these relationships without using a formal hierarchy and that the leader–follower interaction has meaning on informational and relational levels.Practical/managerial implications: The findings can be used by leaders in knowledge-based organisations as useful guidelines to create and maintain an organisational environment that is supportive of constructive ILR.Contribution/value-add: This study provides insight into personal attributes relevant for ILR in knowledge-based organisational contexts.
Highlights
The findings provided a description of the kind of organisational environment that enhances constructive interpersonal leadership relations (ILR), a description of constructive ILR and leader/follower attributes that enhance constructive ILR
The findings revealed that an environment that enhances constructive ILR includes a collaborative leadership concept, workplace spirituality, cultural inclusivity and adaptation to advancing communication technology
This study identified the types of attributions to destructive Interpersonal leadership communication (ILC) by leader/followers to indicate whether leader/ followers view these attributions as acceptable reasons for the destructive behaviour
Summary
‘[My leader] is a person of very few words, but there is a good understanding between us. The leader-follower relationship that undergirds that communication is of pivotal importance. Extensive research studies have been conducted on leadership and communication in organisations. A research study conducted by Blake, Leach, Robbins, Pike and Needleman (2013) showed a significant relationship between leadership and employees’ intention to leave the organisation. Testa and Sipe (2012) identified 20 important competency categories, which they labelled under ‘business savvy’, ‘people savvy’ and ‘self-savvy.’. In their resultant model, interpersonal communication is included under ‘people savvy.’. The purpose of this study was to address this gap and obtain deeper insights and knowledge on the concept termed as interpersonal leadership relations (ILR), with specific reference to knowledge-based organisational contexts. The three main objectives were to propose the following: a theoretically based definition of constructive ILR, a generic model of ILR and guidelines for encouraging constructive ILR in knowledge-based contexts
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