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Publications
Journal Article
Leadership Quarterly 26 (5): 802–820
Laura Guillén, Margarita Mayo, Konstantin Korotov (2015)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Motivation to lead, self-to-leader comparisons, self-efficacy perceptions, leader identity
Drawing on social comparison and identity literature, we suggest that individuals' comparisons of themselves to their own standards of leadership relate to their leadership motivation. We propose and test a model of motivation to lead (MTL) based on two types of self-to-leader comparisons: self-to-exemplar and self-to-prototype comparisons with respect to affiliation. In our main study, using data from a sample of 180 executives, we apply structural equation models to test our predictions. We find that self-comparisons with concrete, influential leaders of the past or present (self-to-exemplar comparisons) relate positively to MTL. We also find that self-comparisons with more general representations of leaders (self-to-prototype comparisons in affiliation) relate to MTL. Whereas the effect of self-to-exemplar comparisons is mediated through individuals' leadership self-efficacy perceptions, the effect of self-to-prototype comparisons is not. We replicate these findings in three follow-up studies using different research designs. We derive implications for theory and practice.
With permission of Elsevier
Volume
26
Journal Pages
802–820
Journal Article
Career Development International 20 (5): 503–524
2016 Emerald Literati Best Paper Award
Evgenia Lysova, Konstantin Korotov, Svetlana N. Khapova, Paul Jansen (2015)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Sensemaking, spousal support, career decision making, family identity
This paper contributes to a growing body of literature on the role of family in managers’ career decision making. Specifically, we offer an empirical elaboration on a recently proposed concept of the “family-relatedness of work decisions” (FRWD) by illuminating the role of the spouse in managers’ career sensemaking. Eighty-eight managers who were in the final stage of their EMBA program took part in the study. The data were gathered through a personal career inventory. The findings revealed that next to family-career salience and parent role identification, spouses also play an important role in shaping managers’ family-related career sensemaking. Future research should examine the supportive role of spouses in contexts other than that of an international EMBA. Moreover, researchers should examine the role of managers’ boundary management styles in shaping the degree of their family-related career sensemaking. Our paper suggests that when designing and implementing developmental initiatives, organizations should consider that managers’ decisions about their next career steps may be guided by family-related concerns, and the spouse may play a specific role. This paper offers the first empirical exploration and a refinement of the nascent theory of the “family-relatedness of work decisions”. It also introduces a new construct into the theory – spousal career support – that opens new avenues for future research.
With permission of Emerald
Volume
20
Journal Pages
503–524
Journal Article
International Journal of Mentoring and Coaching in Education 3 (3): 277–292
Julia Millard, Konstantin Korotov (2014)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Coaching, business education, mentoring and coaching in HE
While much research has been done on how attitudes towards therapy relate to engagement in it, the willingness to engage in coaching has not yet been studied. As coaching continues to grow in popularity and makes its way into curricula of MBA programs, it is worth examining what factors may influence people’s attitudes toward this new type of psychological support. With frequently noticed and discussed similarities between coaching and therapy, this paper examines whether particular antecedents of engagement in therapy, namely mental health stigma and gender, would be equally relevant for engagement in coaching by MBA students.
With permission of Emerald
Volume
3
Journal Pages
277–292
Journal Article
Organizational Dynamics 40 (2): 127–135
Konstantin Korotov, Svetlana Khapova, Michael B. Arthur (2011)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
careers, career entrepreneurship, career coaching, career management
This article introduces "career entrepreneurship," a rapidly spreading phenomenon in the global knowledge-driven economy. Career entrepreneurship involves taking an entrepreneurial approach to managing our careers. It means doing things that seem "illegitimate" to other people and contradict socially-recognized and accepted sequences of work experiences in terms of age, education, or socio-economic progression. This kind of behavior challenges established norms about typical career development. The evidence presented in this article suggests new possibilities for thinking about the way individuals invest in their careers, new insights for organizations interested in capturing the potential of career entrepreneurship, and new ideas for career and life coaches to support people embracing the phenomenon. The article offers a primer on career entrepreneurship to all three groups of readers, calling for more effective collaborative relationships and more effective leveraging of individuals' career investments.
With permission of Elsevier
Volume
40
Journal Pages
127–135
Subject(s)
Human resources management/organizational behavior
Keyword(s)
leadership, leadership development, management development and education, Russia
Quicker, Higher, Stronger: A couple of years ago, the Russian branch of a global professional services firm published its annual partner promotion announcement in a leading Russian business journal, giving the names and pictures of the newly appointed partners. To the readers' surprise, most of these partners looked like a fresh-faced class of new university graduates. In some countries people of this age have not even graduated yet: the youngest partner was 26 years old. Just four years previously he had joined a competing professional organization as an intern, combining his last academic year's study with on-the-job training. With the growth of market opportunities and lack of more senior staff, he was quickly put on assignments with increasing complexity and responsibility and then made responsible for developing new business and delivering it successfully. A combination of personal qualities, learning opportunities and luck (or perhaps because the employer had no other choice) eventually led to his becoming a partner very early in life...
With permission of Elsevier
Volume
37
Journal Pages
277–287
Journal Article
Organizational Dynamics 37 (3): 211–220
Manfred F. R. Kets de Vries, Konstantin Korotov, Stanislav Shekshnia (2008)
Subject(s)
Strategy and general management
Keyword(s)
Russia, leadership, general management
Russian firebird: After a decade of a spectacular retreat, Russia is re-emerging as an active player on the world scene, and for the first time in its modern history is becoming a serious factor in the global economy. With its $1000 billion economy set to grow at 5-7% over the next two decades, 27% of world gas and 6% of world oil reserves, the largest territory in the world and the largest population in Europe, the country is once again attracting the attention of the West and the rest of the world. While politicians and intellectuals warn of Russia's increasing assertiveness and criticize its government for suppressing democracy, business people vote with their dollars and Euros-in 2007, Russia received a record $87 billion in foreign investments, more than double the amount of the previous year. It is a market no serious global company can ignore. Domestic consumption has been growing at double-digit numbers for the last 3 years, real estate prices in Moscow have reached London levels, and in 2007 Russians bought more cars than any other European nation except Germany. Disposable income for a large segment of the population has been increasing steadily, allowing the purchase of luxury goods and foreign travel-28 million Russians traveled abroad in 2007. The foundation has been set for a property-owning middle class. Thanks to its oil-fueled economy, Moscow can now count itself as the city with the largest number of billionaires in the world. In its turn, Russian business has started to expand internationally, with deals such as Evraz Group S.A.'s purchase of Oregon Steel Mills for $2.3 billion and Gazprom's acquisition of the Serbian gas monopoly. In short, in 2007, Russia invested $54 billion outside its borders...
With permission of Elsevier
Volume
37
Journal Pages
211–220
Journal Article
Academy of Management Learning and Education 6 (3): 375–387
Manfred F. R. Kets de Vries, Konstantin Korotov (2007)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
executive education, leadership development, management development, identity
This essay concerns the design of transformational executive programs. A transformational program presupposes a change in behavior of the attending executive so that the latter becomes more effective in personal or organizational change. To understand what influences the transformational process three triangular conceptual frameworks (building on the short-term dynamic psychotherapy tradition) are presented: the mental life triangle, the conflict triangle, and the relationships triangle. The first shows that cognitive and emotional processes need to be taken into consideration to create changes in behavior. The second describes the sources of thoughts and feelings that may prompt anxiety and cause defensive reactions prohibiting change and productive use of talents. The third relationships triangle explains how an individual's previous experiences create patterns of response that are repeated throughout life and can become dysfunctional. Five major challenges in program design are also examined: selecting participants; identifying the focal issue on which participants need to work; the creation of a safe transitional space that enables the change process; using the group dynamic to foster transformation and to arrive at internalization of the change process; and the educational implications for faculty, facilitators, and coaches.
With permission of the Academy of Management
Volume
6
Journal Pages
375–387
ISSN (Online)
1944-9585
ISSN (Print)
1537-260X
Journal Article
Career Development International 12 (1): 68–85
Svetlana Khapova, Konstantin Korotov (2007)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
careers, economic development, political economy, Russia
Purpose - The purpose of this article is to raise awareness of the dynamic character of career and its key attributes, and the embeddedness of their definitions and meanings in national social, political and economic contexts. Design/methodology/approach - Features of three recent distinct social, political and economic situations in Russia are used to explore the meanings of nine key career attributes introduced by the Western career literature. Findings - It was found that in Russia each of the nine key career attributes accommodates a different meaning compared with their original Western meaning, and that these meanings are continuously changing to reflect the current social, political and economic environment. In sum, this exploration revealed a dynamic character to career attributes, and their content changed depending on the underlying context. Research limitations/implications - Among key research implications are: a possibility of using Western career theories mainly as conceptual frameworks for studying careers in other countries; that current social, political and economic contexts need to be taken into consideration when studying careers in a particular country; and the 'intelligent career' concept can be used to study careers in various cultural contexts, and to examine the interdependence between career and a national culture. Originality/value - This paper examines the extent to which Western career concepts may be used to study careers in various countries around the globe. It notes the dynamic character of career and its related career attitudes. This paper also makes suggestions on how the 'intelligent career' concept can be used for exploring career meanings in a particular national setting. Finally, this paper looks at specifics of careers in Russia, which are still underrepresented in the literature.
With permission of Emerald
Volume
12
Journal Pages
68–85
Journal Article
International Journal of Human Resource Management 17 (5): 898–917
Manfred F. R. Kets de Vries, Pierre Vrignaud, Konstantin Korotov, Elisabet Engellau, Elizabeth Florent-Treacy (2006)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
60-degree instrument, human development, life cycle, motivational need systems, psychodynamic approach, personality assessment, executive functioning, inner theatre
Volume
17
Journal Pages
898–917
Journal Article
European Business Forum 24: 36–42
Manfred F. R. Kets de Vries, Konstantin Korotov (2006)
Subject(s)
Strategy and general management
Keyword(s)
European Union, leadership, general management
Volume
24
Journal Pages
36–42
Journal Article
Organizational Dynamics 34 (3): 218–230
Manfred F. R. Kets de Vries, Konstantin Korotov (2005)
Subject(s)
Strategy and general management
Keyword(s)
European Union, leadership, general management
The New Europe brings both great expectations and considerable anxiety for organizations and their members. Seen as both an opportunity to develop a powerful economic entity and a danger of diluted national identities and incompatible work practices, it calls for a new type of European leadership. In this article we argue that European organizations face an unprecedented challenge of diversity along the dimensions of culture, language, religion, values, education, political systems, socio-economic experience, and early family and socialization practices. These differences can lead to a plethora of varying and often conflicting preconceptions and attitudes that organizational members bring to work. If the differences are ignored, the development of successful truly European organizations will remain an illusion. To deal with these challenges, executives have to develop a new, "global" approach to leading companies that will combine the features of global and local leadership. This article offers suggestions for corporate executives on how they can develop themselves for the new European leadership roles and successfully deal with the leadership challenges of the New Old World.
With permission of Elsevier
Volume
34
Journal Pages
218–230
Journal Article
European Management Journal 22 (6): 637–648
Manfred F. R. Kets de Vries, Stanislav Shekshnia, Konstantin Korotov, Elizabeth Florent-Treacy (2004)
Subject(s)
Strategy and general management
Keyword(s)
Russian culture, Russian national character, entrepreneurship in Russia, Russian leadership styles, human resource management in Russia, change and decision-making in eastern Europe
To illustrate the transition that has occurred in Russia since 1992, the authors studied Russian business leadership and entrepreneurship in a range of situations, from the transformation of a Soviet-era biscuit factory, to high-tech start-ups modeled on Western business practices. This article describes organization and leadership practices in Russia, and focuses on an emerging leadership style the authors termed "global Russian.ßÂ" The purpose of this research is both hindsight and foresight: by analyzing the rapid changes of the recent past, the authors seek to provide lessons on leadership that will be valuable for Russian business leaders and for those who seek to engage in working partnerships with them.
With permission of Elsevier
Volume
22
Journal Pages
637–648
Journal Article
Organization Development Journal 13 (3): 33–39
Konstantin Korotov, A. Makeshin, I. Stepanova (1995)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
organizational development, Russia, CIS
Volume
13
Journal Pages
33–39