As part of a yearly review issue, our quantitative review paper that looks into how multi-level is leadership research was published in LQ. The paper is co-authored by Saša Batistič from University of Tilburg and Bernd Vogel from Henley Business School, Univ. of Reading. Abstract below and link to summary in Slovene here.

The use of multi-level theories and methodologies in leadership has gained momentum in recent years. However, the leadership field still suffers from a fragmented and unclear evolution and practice of multi-level approaches. The questions of how and to what extent multi-level research has evolved in both leadership phenomena and leadership outcomes, and which informal research networks drove this evolution, remain vastly unexplored. In this study, the extent of literature published between 1980 and 2013 is analyzed using a document co-citation analysis and invisible colleges' framework. This allows us to map the evolution of the multi-level intellectual structure of the leadership field. Specifically, we identify a number of distinct colleges – their conceptualization of leadership and outcomes – and trace their evolution paths over thirty years. We find a considerable fragmentation of the field, with the usage of multi-level leadership conceptualization mostly embraced by more peripheral clusters. Finally we discuss implications for further research with regard to a set of distinct trajectories for the future evolution of multi-level approaches in the leadership domain.

As part of a special issue on HRM and innovation (guest edited by Helen Shipton, Pawan Budhwar, Paul Sparrow and Alan Brown), our paper that looks into the cross-level interplay among knowledge hiding, team mastery climate and job design in stimulating employees' innovative work behavior was just published in HRMJ. This paper also marks the first common publication (hopefully, of many more to come) with Tomislav Hernaus, colleague from University of Zagreb. Abstract below:

This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees' innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.