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Strategic Errors and Leadership: A Theoretical and Empirical Exploration

par Giolito, Vincent
Président du jury Gassner, Marjorie
Promoteur Mattijs, Jan
Publication Non publié, 2021-10-08

Thèse de doctorat

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Résumé :

This thesis is concerned with the relationship between the manager or executive as an individual, and the organization. The theoretical and empirical exploration covers phases of crisis, when organizations approach failure, and more normal times It comprises of two parts that respectively explore: a) strategic errors and failures and their management; and b) forms of leadership that emphasize the development not only of the organization, but also that of the employees, with a particular focus on servant leadership. In each part, a first chapter offers a theoretical development, followed by an empirical study. Contributions in the first part on strategic errors include: a) a novel theorization of organizational failure as an outcome of strategic errors within the overarching theoretical framework of institutional theory; and b) a qualitative study based on content analysis of in-depth of interviews of 30 CEOs and board chairs, including 21 from top European firms in the financial industry employing one million people, that develops error acknowledgment as a key element of the management of strategic errors. Contributions in the second part on leadership include: a) a theoretical re-articulation of six "positive" leadership theories in light of attribution theory, with leader self-awareness, ethics, and integrity coalescing the six theories; and b) a quantitative study showing a positive association from servant leadership to business-unit profit growth, mediated by employee flourishing.