Abstract
In this chapter, the authors introduce the second element of their Leadership OS model, clarity. They describe the four components of clarity: direction, purpose, accountability and values. Using both their own and previous research, they describe the social and neural underpinnings of clarity and the functions it plays in a leaders’ Operating System—how it affects people’s performance. And they introduce a case study that highlights the role and importance of clarity in leadership (Zhang Xin at SOHO China).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
R. Stagner, “Corporate decision making: An empirical study,” Journal of Applied Psychology, vol. 53, no. 1, pt. 1, pp. 1–13, 1969.
S. Hannah, M. Uhl-Bien, B. Avolio and F. Cavarretta, “A framework for examining leadership in extreme contexts,” University of Nebraska Management Department Faculty Publications. Paper 39, 2009.
Y. Reuveni and D. Vashdi, “Innovation in multidisciplinary teams: The moderating role of transformational leadership in the relationship between professional heterogeneity and shared mental models,” European Journal of Work and Organizational Psychology, vol. 24, no. 5, pp. 678–692, 2015.
C. Camerer and M. Weber, “Recent developments in modeling preferences—Uncertainty and ambiguity,” Journal of Risk Uncertainty, vol. 5, pp. 325–370, 1992.
J. Constine, “Shorter is better, but avoid url shorteners,” AdWeek, 6 April 2011.
L. Epstein and M. Schneider, “Ambiguity, information quality, and asset pricing,” The Journal of Finance, vol. 63, no. 1, pp. 197–228, 2008.
M. Hsu, M. Bhatt, R. Adolphs, D. Tranel and C. Camerer, “Neural systems responding to degrees of uncertainty in human decision-making,” Science, vol. 310, no. 5754, pp. 1680–1683, 2005.
K. Weick, The social psychology of organizing (2nd ed.), London: McGraw-Hill, 1979.
K. Dale and M. L. Fox, “Leadership style and organizational commitment: Mediating effect of role stress,” Journal of Managerial Issues, pp. 109–130, 2008.
M. Waller, N. Gupta and R. Giambatista, “Effects of adaptive behaviors and shared mental models on control crew performance,” Management Science, vol. 50, no. 11, pp. 1463–1613, 2004.
R. Stout, J. Cannon-Bowers, E. Salas and D. Milanovich, “Planning, shared mental models, and coordinated performance: An empirical link is established,” Human Factors, vol. 41, no. 1, pp. 61–71, 1999.
M. Marks, S. Zaccaro and J. Mathieu, “Performance implications of leader briefings and team-interaction training for team adaptation to novel environments,” Journal of Applied Psychology, vol. 85, no. 6, pp. 971–986, 2000.
T. Amabile and M. Pratt, “The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning,” Research in Organizational Behavior, vol. 36, pp. 157–183, 2016.
J. Parnell, “Strategic clarity, business strategy and performance,” Journal of Strategy and Management, vol. 3, no. 4, pp. 303–324, 2010.
F. Buytendijk, “The five keys to building a high performance organization,” Business Performance Management Magazine, vol. 4, no. 1, pp. 24–47, 2006.
L. Hrebiniak and C. Snow, “Top-management agreement and organizational performance,” Human Relations, vol. 35, no. 12, pp. 1139–1157, 1982.
I. Kennis, “Effects of budgetary goal characteristics on attitudes and performance,” The Accounting Review, vol. 54, no. 4, p. 707, 1979.
J. Hu and R. Liden, “Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership,” Journal of Applied Psychology, vol. 96, no. 4, pp. 851–862, 2011.
“The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance,” Accounting, Organizations and Society, vol. 33, no. 2, pp. 141–163, 2008.
C. Peralta, P. Lopes, L. Glison, P. Lourenço and L. Pais, “Innovation processes and team effectiveness: The role of goal clarity and commitment, and team affective tone,” Journal of Occupational and Organisational Psychology, vol. 88, no. 1, pp. 80–107, 2015.
G. Hofstede, Culture’s Consequences: comparing values, behaviors, institutions, and organizations across nations (2nd ed.), Thousand Oaks, CA: Sage, 2001.
R. Arvey, H. Dewhirst and J. Boling, “Relationships between goal clarity, participation in goal setting, and personality characteristics on job satisfaction in a scientific organization,” Journal of Applied Psychology, vol. 61, no. 1, pp. 103–105, 1976.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2020 The Author(s)
About this chapter
Cite this chapter
Kinley, N., Ben-Hur, S. (2020). Clarity. In: Leadership OS. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-27293-7_7
Download citation
DOI: https://doi.org/10.1007/978-3-030-27293-7_7
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-030-27292-0
Online ISBN: 978-3-030-27293-7
eBook Packages: Business and ManagementBusiness and Management (R0)