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Defining Leadership in Smart Working Contexts: A Concept Synthesis

ABSTRACT: This paper begins by considering the importance of leadership to pursue behavioral, cultural, technological, and ethical aspirations of smart working practices in order to develop a comprehensive understanding of leadership in smart working contexts. We adopt a literary approach to the concept synthesis method with which to critically analyze and conceptually map a wide set of related notions of leadership that are connected with the evolutive dynamics of smart working approaches. According to the scope conditions of the research, the role of leadership emerges with the purpose of changing behaviors, creating shared meanings, and integrating physical and technology-mediated interactions in smart working environments. With this in mind, the iterative integration of smart working and leadership literature has gradually begun to detect and classify the main characteristics of leadership in smart working contexts in terms of leadership antecedents, attributes, and outcomes. The interpretative synthesis results in an overarching conceptualization of “leading in smart working contexts” that depicts leadership as a naturally emerging phenomenon that combines agile logics and change management practices to align interests at different levels of the organization. These premises lead to the alleged “triple-win” configuration of smart working approaches. While encouraging in-depth discussion about the facilitative and performative function of leadership in smart working contexts, this study contributes to advancing knowledge on what “being a smart leader” actually means, and how to operatively apply this notion in smart working contexts. Together, the concept delineation and the operational definition of “smart leadership” offer important insights for both managerial action and future directions of research.

SUBMITTER: Iannotta M

PROVIDER: S-EPMC7525207 | biostudies-literature | 2020 Jan

REPOSITORIES: biostudies-literature

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Project description:IntroductionAn overview of the requirements for the head of a surgical department in Germany should be given.Materials and methodsA retrospective literature research on surgical professional policy publications of the last 10 years in Germany was conducted.ResultsSurveys show that commercial influences on medical decisions in German hospitals have today become an everyday, predominantly negative, actuality. Nevertheless, in one survey, 82.9% of surgical chief physicians reported being very satisfied with their profession, compared with 61.5% of senior physicians and only 43.4% of hospital specialists. Here, the chief physician is challenged. Only 70% of those surveyed stated that they could rely on their direct superiors when difficulties arose at work, and only 34.1% regarded feedback on the quality of their work as sufficient. The high distress rate in surgery (58.2% for all respondents) has led to a lack in desirability and is reflected in a shortage of qualified applicants for resident positions. In various position papers, surgical residents (only 35% describe their working conditions as good) demand improved working conditions. Chief physicians are being asked to facilitate a suitable work-life balance with regular working hours and a corporate culture with participative management and collegial cooperation. Appreciation of employee performance must also be expressed. An essential factor contributing to dissatisfaction is that residents fill a large part of their daily working hours with non-physician tasks. In surveys, 70% of respondents stated that they spend up to ≥3 h a day on documentation and secretarial work.DiscussionThe chief physician is expected to relieve his medical staff by employing non-physician assistants to take care of non-physician tasks. Transparent and clearly structured training to achieve specialist status is essential. It has been shown that a balanced work-life balance can be achieved for surgeons. Family and career can be reconciled in appropriately organized departments by making use of part-time and shift models that exclude 24-h shifts and making working hours more flexible.

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Defining Leadership in Smart Working Contexts: A Concept Synthesis

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