Lars Dahl Pedersen
Biographic Data
| ID | 4400713 |
|---|---|
| NAME | Lars Dahl Pedersen |
| GIVEN NAMES | Lars Dahl |
| FAMILY NAME | Pedersen |
| SIGNATURE | PEDERSEN L D |
| AFFILIATIONS | Moelholm Private Hospital, Vejle, Denmark |
| ORCID | 0000-0003-3851-9871 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2022 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 0 |
What Makes a Leader? Leadership Identity and Leadership Behavior among Highly Professionalized Public Leaders
The development of a leadership identity has been argued to be an important determinant for what leaders do. For leaders in highly specialized work environments, the development of a leadership identity has been regarded both in absolute terms and in relation to their professional identity. This study investigates the extent to which leadership identity in absolute and relative terms explains various types of leadership behaviors. Based on panel …
Money is not an issue!”
The sustained political and managerial focus on cost containment and efficiency in hospitals has been altered by COVID-19-related concerns about public health. Through a novel qualitative study in Denmark, we explore CFOs’ narratives of their experiences during a sudden shift in managerial logic. All of the CFOs describe engagement in key operational procedures and change management that was fostered by the constant search for stability that stro…
Span of Control and Ethical Leadership in Highly Professionalized Public Organizations
Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a m…
Not too narrow, not too broad
How does organizational structure shape the role of leadership? Research emphasizes the negative implications of broad spans of control, but theory and empirical research about the span of control and leadership are sparse. We develop theoretical arguments about the span of control and transformational, transactional, and distributed leadership and argue that employees in units with medium‐sized spans of control observe more leadership and have h…
No prominent works on this page.
Not too narrow, not too broad
How does organizational structure shape the role of leadership? Research emphasizes the negative implications of broad spans of control, but theory and empirical research about the span of control and leadership are sparse. We develop theoretical arguments about the span of control and transformational, transactional, and distributed leadership and argue that employees in units with medium‐sized spans of control observe more leadership and have h…
Span of Control and Ethical Leadership in Highly Professionalized Public Organizations
Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a m…
What Makes a Leader? Leadership Identity and Leadership Behavior among Highly Professionalized Public Leaders
The development of a leadership identity has been argued to be an important determinant for what leaders do. For leaders in highly specialized work environments, the development of a leadership identity has been regarded both in absolute terms and in relation to their professional identity. This study investigates the extent to which leadership identity in absolute and relative terms explains various types of leadership behaviors. Based on panel …
Money is not an issue!”
The sustained political and managerial focus on cost containment and efficiency in hospitals has been altered by COVID-19-related concerns about public health. Through a novel qualitative study in Denmark, we explore CFOs’ narratives of their experiences during a sudden shift in managerial logic. All of the CFOs describe engagement in key operational procedures and change management that was fostered by the constant search for stability that stro…
Political science (4 works) · Job Satisfaction and Organizational Behavior (3 works) · Management and Organizational Studies (3 works) · Psychology (3 works) · Public relations (3 works) · Social Psychology (3 works) · Management (2 works) · Accounting (1 work) · Accounting (1 work) · Business (1 work)