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Leon Barton
Last Name
Barton
First name
Leon
Email
leon.barton@unisg.ch
Phone
+41 71 224 32 13
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PublicationTelework and Firm Performance: Individual Access versus Organizational Dispersion( 2024)
;Marvin NeuWe developed a dual-pathway, multi-level conceptual model that depicts the relationship between telework and firm performance. On the one hand, individual telework access is associated with greater levels of firm performance because it prompts social exchange processes between the employee and employer, resulting in lower employee turnover intentions. On the other hand, organizational telework dispersion is associated with lower firm performance because it prompts social identity processes; high dispersion in access to telework creates a psychological gap within an organization that is associated with lower levels of collective positive affective tone. Higher levels of collective organizational identification offset the negative effect of organizational telework dispersion on collective positive affective tone. This multi-level model is tested and supported by a multisource dataset containing 18,111 employees from 119 companies. Note: The first two authors contributed equally to this manuscript (authorship order is random).Type: journal articleJournal: Academy of Management Annual Meeting Proceedings -
PublicationType: journal articleJournal: Zeitschrift für Führung und Organisation
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PublicationInspiring-Multimodal Leadership: Leading Through the Paradox of Ambidexterity( 2024)To address the challenges of today's competitive business environment, employees and leaders must balance the paradox of exploration and exploitation to achieve ambidexterity. One often discussed but also criticized leadership style aiming to foster ambidexterity is ambidextrous leadership. This study introduces "Inspiring-Multimodal Leadership" (IML), which reconceptualizes ambidextrous leadership from a paradox perspective, applying the dynamic equilibrium of paradoxes. IML combines dynamic opening and closing leadership behaviors in exploration and exploitation modes with consistent inspirational behaviors. Over two studies with more than 19,000 employees from 160 German SMEs, we developed and validated an IML measure and investigated its organizational impact. The first study confirmed IML's unique structure and psychometric strength at the individual level. The second study conceptualized IML as a leadership climate at the organizational level, finding it significantly predicts firm performance, employee ambidexterity, organizational energy, and identification, surpassing traditional leadership models. Furthermore, organizational decentralization and formalization, moderated by CEO visionary leadership, were identified as critical antecedents of IML climate. This research presents a theoretical expansion of ambidextrous leadership, overcoming its limitations and demonstrating IML's effectiveness in maximizing the potential of the ambidexterity paradox.Type: conference paperJournal: European Academy of Management Conference 2024
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PublicationBeyond the Individual Access: Organizational Telework Dispersion and Performance( 2024)
;Marvin NeuWe developed a dual-pathway, multi-level conceptual model that depicts the relationship between telework and firm performance. On the one hand, individual telework access is associated with greater levels of firm performance because it prompts social exchange processes between the employee and employer, resulting in lower employee turnover intentions. On the other hand, organizational telework dispersion is associated with lower firm performance because it prompts social identity processes; high dispersion in access to telework creates a psychological gap within an organization that is associated with lower levels of collective positive affective tone. Higher levels of collective organizational identification offset the negative effect of organizational telework dispersion on collective positive affective tone. This multi-level model is tested and supported by a multisource dataset containing 18,111 employees from 119 companies. Note: The first two authors contributed equally to this manuscript (authorship order is random).Type: conference paperJournal: European Academy of Management Conference 2024 -
PublicationType: newspaper articleJournal: Personalführung
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PublicationType: newspaper article
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PublicationType: newspaper articleJournal: PERSONALquarterlyIssue: 4