3878 
3958In recent decades, leaders are gradually becoming the symbol of the organization and have more and more important influence on the survival and development of the organization. However, it is a common and sad fact that when charismatic individual leaders leave office, the organization may face a crisis or even fail to develop sustainably. How to keep prosperity after the departure of their star leaders is a significant issue. Recent researches on institutional leadership suggest that the organization can achieve sustainable and stable development, if leaders can systematize and institutionalize their own leadership in the organization. Therefore, institutional leadership has attracted much attention from scholars and leaders of enterprises. This paper systematically reviews the previous studies on institutional leadership in the following respects: First, it comprehensively introduces the connotation of institutional leadership and other related concepts, as well as comparing the differences between institutional leadership（leadership of organization）and some other leaderships in the organization. Institutional leadership is the process and result that leaders institutionalize leadership into organizational system through institutional work, which can make organizational system become the source of leadership, reduce the instability of individual leadership, and realize the sustainable and stable development of the organization. Existing researches mainly focus on the role of institutional leadership from multiple aspects, without in-depth discussion of its mechanism of action and the interconnections between varied mechanisms. The results show that there are obvious differences between institutional leadership and leadership in the organization in four aspects: leader task, leader focus, leadership source and stability of influence of leadership on the organization. Second, it expounds the theoretical basis of institutional leadership from two aspects: the source of institutional leadership and the important influence of leaders on organizational system. Subsequently, the construction and outcomes of institutional leadership are summarized in this study. In the end, the future directions about institutional leadership research are prospected. This paper provides the following reference for the next step of institutional leadership:（1）Based on the research of leaders’ initiative in building institutional leadership, the future research should integrate internal and external driving forces, and further explore the comprehensive impact of these two driving forces on leaders’ building institutional leadership.（2）Future research can deconstruct the construction process of institutional leadership from the perspective of value management, and clarify the specific practical activities of value management and institutional work.（3）Scholars can explore the mechanism of institutional leadership to achieve the sustainable and stable development of enterprises from the perspective of brand theory and social impact theory.（4）In the future, we can study the dynamic balance and interactive coupling mechanism of institutional leadership and individual leadership.（5）Scholars should pay attention to the localization practice of China’s institutional leadership in the future research, and contribute to the success of Chinese enterprises to build “century old enterprises”.
/ Journals / Foreign Economics & Management
Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
A Literature Review of Institutional Leadership and Prospects
Foreign Economics & Management Vol. 42, Issue 07, pp. 108 - 120 (2020) DOI:10.16538/j.cnki.fem.20200226.203
Summary
References
Summary
[1] Li Pengfei, Ge Jing, Xi Youmin. Institutional leadership: types and mechanism[J]. Chinese Journal of Management, 2017, 14(4):485-496.
[2] Ashkanasy N M, Humphrey R H, Huy Q N. Integrating emotions and affect in theories of management[J]. Academy of Management Review, 2017, 42(2): 175-189.
[3] Barley S R, Tolbert P S. Institutionalization and structuration: Studying the links between action and institution[J]. Organization Studies, 1997, 18(1): 93-117.
[4] Beunen R, Patterson J, Van Assche K. Governing for resilience: The role of institutional work[J]. Current Opinion in Environmental Sustainability, 2017, 28: 10-16.
[5] Boal K B, Schultz P L. Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems[J]. The Leadership Quarterly, 2007, 18(4): 411-428.
[6] Crossan M, Vera D, Nanjad L. Transcendent leadership: Strategic leadership in dynamic environments[J]. The Leadership Quarterly, 2008, 19(5): 569-581.
[7] Currie G, Lockett A, Suhomlinova O. Leadership and Institutional Change in the Public Sector: The case of secondary schools in England[J]. The Leadership Quarterly, 2009, 20(5): 664-679.
[8] Dolan S L, Richley B A. Management by values (MBV): A new philosophy for a new economic order[J]. Handbook of Business Strategy, 2006, 17(1): 235-238.
[9] Geroski P A, Mata J, Portugal P. Founding conditions and the survival of new firms[J]. Strategic Management Journal, 2010, 31(5): 510-529.
[10] Giambatista R C, Rowe W G, Riaz S. Nothing succeeds like succession: A critical review of leader succession literature since 1994[J]. The Leadership Quarterly, 2005, 16(6): 963-991.
[11] Greenwood R, Suddaby R. Institutional entrepreneurship in mature fields: The big five accounting firms[J]. Academy of Management Journal, 2006, 49(1): 27-48.
[12] Hernandez M, Eberly M B, Avolio B J, et al. The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory[J]. The Leadership Quarterly, 2011, 22(6): 1165-1185.
[13] Hunt J G, Dodge G E. Leadership déjá vu all over again[J]. The Leadership Quarterly, 2000, 11(4): 435-458.
[14] Ireland R D, Hitt M A. Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership[J]. The Academy of Management Executive, 2005, 19(4): 63-77.
[15] Jung K, Choi J C. Institutional leadership and perceived performance: Evidence from the Korean minister survey[J]. The Korean Journal of Policy Studies, 2011, 26(2): 45-75.
[16] Kaiser R B, Hogan R, Craig S B. Leadership and the fate of organizations[J]. American Psychologist, 2008, 63(2): 96-110.
[17] Keller R T. Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance[J]. Journal of Applied Psychology, 2006, 91(1): 202-210.
[18] Lawrence T, Suddaby R, Leca B. Institutional work: Refocusing institutional studies of organization[J]. Journal of Management Inquiry, 2011, 20(1): 52-58.
[19] Lounsbury M. A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds[J]. The Academy of Management Journal, 2007, 50(2): 289-307.
[20] Maguire S, Hardy C, Lawrence T B. Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada[J]. The Academy of Management Journal, 2004, 47(5): 657-679.
[21] Maguire S, Hardy C. Discourse and deinstitutionalization: The decline of DDT[J]. The Academy of Management Journal, 2009, 52(1): 148-178.
[22] Maitlis S, Christianson M. Sensemaking in organizations: Taking stock and moving forward[J]. The Academy of Management Annals, 2014, 8(1): 57-125.
[23] Moisander J K, Hirsto H, Fahy K M. Emotions in institutional work: A discursive perspective[J]. Organization Studies, 2016, 37(7): 963-990.
[24] Pasternack B A, Williams T D, Anderson A P F. Beyond the cult of the CEO: Building institutional leadership[J]. Strategy and Business, 2001, 22(1): 69-79.
[25] Pearce C L, Conger J A, Locke E A. Shared leadership theory[J]. The Leadership Quarterly, 2007, 18(3): 281-288.
[26] Porter L W, McLaughlin G B. Leadership and the organizational context: Like the weather?[J]. The Leadership Quarterly, 2006, 17(6): 559-576.
[27] Quigley T J, Hambrick D C. Has the “CEO effect” increased in recent decades? A new explanation for the great rise in America's attention to corporate leaders[J]. Strategic Management Journal, 2015, 36(6): 821-830.
[28] Seo M G, Creed W E D. Institutional contradictions, praxis, and institutional change: A dialectical perspective[J]. The Academy of Management Review, 2002, 27(2): 222-247.
[29] Voronov M, Weber K. The heart of institutions: Emotional competence and institutional actorhood[J]. Academy of Management Review, 2016, 41(3): 456-478.
[30] Waldman D A, Javidan M, Varella P. Charismatic leadership at the strategic level: A new application of upper echelons theory[J]. The Leadership Quarterly, 2004, 15(3): 355-380.
[31] Waldman D A, Ramírez G G, House R J, et al. Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty[J]. The Academy of Management Journal, 2001, 44(1): 134-143.
[32] Winston B E, Patterson K. An integrative definition of leadership[J]. International Journal of Leadership Studies, 2006, 1(2): 6-66.
[33] Zaccaro S J, Horn Z N J. Leadership theory and practice: Fostering an effective symbiosis[J]. The Leadership Quarterly, 2003, 14(6): 769-806.
[34] Zagenczyk T J, Scott K D, Gibney R, et al. Social influence and perceived organizational support: A social networks analysis[J]. Organizational Behavior and Human Decision Processes, 2010, 111(2): 127-138.
[35] Zhang Y Y, Dolan S, Zhou Y. Management by values: A theoretical proposal for strategic human resource management in china[J]. Chinese Management Studies, 2009, 3(4): 272-294.
Cite this article
Dai Jianghong, Ge Jing. A Literature Review of Institutional Leadership and Prospects[J]. Foreign Economics & Management, 2020, 42(7): 108-120.
Export Citations as:
For
ISSUE COVER
RELATED ARTICLES
