Zahira Jaser - Academia.edu (original) (raw)

Papers by Zahira Jaser

Proceedings - Academy of Management, Aug 1, 2024

Organization theory, 2024

Journal of management studies, Feb 5, 2024

Proceedings - Academy of Management, Aug 1, 2018

Extant, literature shows that it is important for leaders to create clarity and transparency to f... more Extant, literature shows that it is important for leaders to create clarity and transparency to foster trust with their followers but also that it is important for leaders to construct slightly different meanings for each audiences they face, to ensure buy-in for strategy implementation. Hence this paper aims at illuminating how senior managers embrace transparency, whilst maintaining ambiguity, in their relationships with their boss and the department they lead, during organizational change. The research happens during 24 months, at the time of the implementation of a new global risk management framework, in one of the largest financial institutions in the world. It is based on a case history, formed by multiple interviews, field notes, archival records, and ethnographic observations. It zooms into a senior team, constituted by a top manager, ten senior managers, and various junior managers. The senior managers emerge as the mediator of meaning construction, between the top and junior managers, controlli...

Social Science Research Network, 2018

Proceedings - Academy of Management, Aug 1, 2017

Advances in leadership research and practice have prompted new ways of thinking about leadership ... more Advances in leadership research and practice have prompted new ways of thinking about leadership and followership. Indeed, some of these emerging perspectives are built on the notion that leadership and followership are more fluid in nature, and that a single person can find themselves practicing leadership in one situation and followership in another, in concert. While theory exists to help us understand how leadership and followership can be co-constructed , many questions remain regarding the complexities and challenges individuals face when they are serving concomitantly as a leader to some and a follower to others. For example, how does one individual juggle the dual identity of leader and follower? How does one create plausibility of meanings between their own leaders and followers? And what are the consequences of incompatible constructions of leadership and followership? This panel symposium brings together four researchers to begin addressing these questions. Each panelist brings a different pers...

Proceedings - Academy of Management, Aug 1, 2018

Advances in leadership research have prompted new ways of thinking about leadership and followers... more Advances in leadership research have prompted new ways of thinking about leadership and followership. Since the 1990s, an increasing number of leadership scholars have begun placing leader and foll...

Proceedings - Academy of Management, Aug 1, 2017

Some individuals, in organizations are in a position where they need to attend in concert to thei... more Some individuals, in organizations are in a position where they need to attend in concert to their role as a leader to some, and a follower to others. It is important that they perform both roles equally effectively. Managers enacting these two roles in concert often face contradictory pulls, and experience tensions, widely described by the change and strategy literature. Nonetheless, how some people are more successful than others in performing in concert the roles of leader and follower is largely unexplored. This paper uses the theoretical lens of paradox to propose a process of harmonization of the contradictory pulls that come with the co- enactment of the roles of leader and follower. This theoretical investigation happens in the context of the leadership triad, formed by a focal individual, his/her leader and his/her follower. Following paradox theory, a model is built, highlighting how successful focal individuals acknowledge and accept their self- concept both as an able leader and an able follow...

The connecting leader. Aligning leadership theories to managers' issues Article (Accepted Version... more The connecting leader. Aligning leadership theories to managers' issues Article (Accepted Version) Jaser, Zahira (2021) The connecting leader. Aligning leadership theories to managers' issues. Leadership,

The use of Artificial Intelligence (AI) in the hiring process has increased radically, especially... more The use of Artificial Intelligence (AI) in the hiring process has increased radically, especially during the pandemic. There is a growing demand among employers for video interviewing services offered by digital hiring platforms especially in recruiting young jobseekers. Whilst these new technologies intend to bring greater efficiency and objectivity into the hiring process, little is known about the impact that they might have on young job candidates. Our research explores these technologies from the perspectives of the ultimate users: young jobseekers. The emergent picture is one of opacity, complexity, and uncertainty. In this report, we illustrate how young jobseekers are affected by and draw attention to the lack of transparency they face during these AI-led experiences. We put forward a series of recommendations for employers, hiring platforms and policymakers

This toolkit has been designed to provide employers and careers and employment advisers with cruc... more This toolkit has been designed to provide employers and careers and employment advisers with crucial information on how to support young people in their transitions to the labour market in the context of new technologies used in recruitment and selection processes. The toolkit is a chance to consider how Asynchronous Video Interviews (AVIs) are being used in recruitment, and the implications for job-seekers, platforms and employers. It is underpinned by in-depth qualitative interviews with young job-seekers and an evidence review Our research sets out to demystify some of these technologies and to highlight the lived experience of young people undergoing recruitment in this format, and to provide guidance to employers and careers and employment services on the implications for their practice. It builds on detailed research conducted by Dr Zahira Jaser and team, at the University of Sussex Business School, who used a mix of interviews of young job seekers, analysis of material publis...

We are witnessing a new HR trend: unlimited or forced paid time off (PTO), also known as unlimite... more We are witnessing a new HR trend: unlimited or forced paid time off (PTO), also known as unlimited vacation or, on the other side of the pond, holidays. The London stockbroker Finncap recently announced they will force their employees to take at least four week of vacation, as a consequence of a difficult year that forced employees into longer hours. Spill, a start-up providing online counselling, asked all its employees to take 2 weeks off at Christmas and, further, launched a holiday pledge to incentivise leaders to role-model positive behavior by taking time off to rest and combat burnout. Consulting firm Deloitte will provide unlimited flexibility on PTO as well. For firms like Deloitte, these policies have become part of their employers' brand, demonstrating an extreme shift into flexible working. Unlimited PTO consists of giving employees freedom to choose the amount of time off they can take in a working year, and to give them the autonomy to choose (in coordination with ...

SSRN Electronic Journal, 2018

Academy of Management Proceedings, 2017

Advances in leadership research and practice have prompted new ways of thinking about leadership ... more Advances in leadership research and practice have prompted new ways of thinking about leadership and followership. Indeed, some of these emerging perspectives are built on the notion that leadership and followership are more fluid in nature, and that a single person can find themselves practicing leadership in one situation and followership in another, in concert. While theory exists to help us understand how leadership and followership can be co-constructed , many questions remain regarding the complexities and challenges individuals face when they are serving concomitantly as a leader to some and a follower to others. For example, how does one individual juggle the dual identity of leader and follower? How does one create plausibility of meanings between their own leaders and followers? And what are the consequences of incompatible constructions of leadership and followership? This panel symposium brings together four researchers to begin addressing these questions. Each panelist brings a different pers...

Academy of Management Proceedings, 2018

Academy of Management Proceedings, 2016

The need to understand the role of the follower in the leadership process has been a repeated ref... more The need to understand the role of the follower in the leadership process has been a repeated refrain in the leadership research (Avolio, 2007; Shamir, 2007; Uhl-Bien, 2006; Uhl-Bien & Ospina, 2012...

Some individuals, in organizations are in a position where they need to attend in concert to thei... more Some individuals, in organizations are in a position where they need to attend in concert to their role as a leader to some, and a follower to others. It is important that they perform both roles equally effectively. Managers enacting these two roles in concert often face contradictory pulls, and experience tensions, widely described by the change and strategy literature. Nonetheless, how some people are more successful than others in performing in concert the roles of leader and follower is largely unexplored. This paper uses the theoretical lens of paradox to propose a process of harmonization of the contradictory pulls that come with the co- enactment of the roles of leader and follower. This theoretical investigation happens in the context of the leadership triad, formed by a focal individual, his/her leader and his/her follower. Following paradox theory, a model is built, highlighting how successful focal individuals acknowledge and accept their self- concept both as an able le...

Proceedings - Academy of Management, Aug 1, 2024

Organization theory, 2024

Journal of management studies, Feb 5, 2024

Proceedings - Academy of Management, Aug 1, 2018

Extant, literature shows that it is important for leaders to create clarity and transparency to f... more Extant, literature shows that it is important for leaders to create clarity and transparency to foster trust with their followers but also that it is important for leaders to construct slightly different meanings for each audiences they face, to ensure buy-in for strategy implementation. Hence this paper aims at illuminating how senior managers embrace transparency, whilst maintaining ambiguity, in their relationships with their boss and the department they lead, during organizational change. The research happens during 24 months, at the time of the implementation of a new global risk management framework, in one of the largest financial institutions in the world. It is based on a case history, formed by multiple interviews, field notes, archival records, and ethnographic observations. It zooms into a senior team, constituted by a top manager, ten senior managers, and various junior managers. The senior managers emerge as the mediator of meaning construction, between the top and junior managers, controlli...

Social Science Research Network, 2018

Proceedings - Academy of Management, Aug 1, 2017

Advances in leadership research and practice have prompted new ways of thinking about leadership ... more Advances in leadership research and practice have prompted new ways of thinking about leadership and followership. Indeed, some of these emerging perspectives are built on the notion that leadership and followership are more fluid in nature, and that a single person can find themselves practicing leadership in one situation and followership in another, in concert. While theory exists to help us understand how leadership and followership can be co-constructed , many questions remain regarding the complexities and challenges individuals face when they are serving concomitantly as a leader to some and a follower to others. For example, how does one individual juggle the dual identity of leader and follower? How does one create plausibility of meanings between their own leaders and followers? And what are the consequences of incompatible constructions of leadership and followership? This panel symposium brings together four researchers to begin addressing these questions. Each panelist brings a different pers...

Proceedings - Academy of Management, Aug 1, 2018

Advances in leadership research have prompted new ways of thinking about leadership and followers... more Advances in leadership research have prompted new ways of thinking about leadership and followership. Since the 1990s, an increasing number of leadership scholars have begun placing leader and foll...

Proceedings - Academy of Management, Aug 1, 2017

Some individuals, in organizations are in a position where they need to attend in concert to thei... more Some individuals, in organizations are in a position where they need to attend in concert to their role as a leader to some, and a follower to others. It is important that they perform both roles equally effectively. Managers enacting these two roles in concert often face contradictory pulls, and experience tensions, widely described by the change and strategy literature. Nonetheless, how some people are more successful than others in performing in concert the roles of leader and follower is largely unexplored. This paper uses the theoretical lens of paradox to propose a process of harmonization of the contradictory pulls that come with the co- enactment of the roles of leader and follower. This theoretical investigation happens in the context of the leadership triad, formed by a focal individual, his/her leader and his/her follower. Following paradox theory, a model is built, highlighting how successful focal individuals acknowledge and accept their self- concept both as an able leader and an able follow...

The connecting leader. Aligning leadership theories to managers' issues Article (Accepted Version... more The connecting leader. Aligning leadership theories to managers' issues Article (Accepted Version) Jaser, Zahira (2021) The connecting leader. Aligning leadership theories to managers' issues. Leadership,

The use of Artificial Intelligence (AI) in the hiring process has increased radically, especially... more The use of Artificial Intelligence (AI) in the hiring process has increased radically, especially during the pandemic. There is a growing demand among employers for video interviewing services offered by digital hiring platforms especially in recruiting young jobseekers. Whilst these new technologies intend to bring greater efficiency and objectivity into the hiring process, little is known about the impact that they might have on young job candidates. Our research explores these technologies from the perspectives of the ultimate users: young jobseekers. The emergent picture is one of opacity, complexity, and uncertainty. In this report, we illustrate how young jobseekers are affected by and draw attention to the lack of transparency they face during these AI-led experiences. We put forward a series of recommendations for employers, hiring platforms and policymakers

This toolkit has been designed to provide employers and careers and employment advisers with cruc... more This toolkit has been designed to provide employers and careers and employment advisers with crucial information on how to support young people in their transitions to the labour market in the context of new technologies used in recruitment and selection processes. The toolkit is a chance to consider how Asynchronous Video Interviews (AVIs) are being used in recruitment, and the implications for job-seekers, platforms and employers. It is underpinned by in-depth qualitative interviews with young job-seekers and an evidence review Our research sets out to demystify some of these technologies and to highlight the lived experience of young people undergoing recruitment in this format, and to provide guidance to employers and careers and employment services on the implications for their practice. It builds on detailed research conducted by Dr Zahira Jaser and team, at the University of Sussex Business School, who used a mix of interviews of young job seekers, analysis of material publis...

We are witnessing a new HR trend: unlimited or forced paid time off (PTO), also known as unlimite... more We are witnessing a new HR trend: unlimited or forced paid time off (PTO), also known as unlimited vacation or, on the other side of the pond, holidays. The London stockbroker Finncap recently announced they will force their employees to take at least four week of vacation, as a consequence of a difficult year that forced employees into longer hours. Spill, a start-up providing online counselling, asked all its employees to take 2 weeks off at Christmas and, further, launched a holiday pledge to incentivise leaders to role-model positive behavior by taking time off to rest and combat burnout. Consulting firm Deloitte will provide unlimited flexibility on PTO as well. For firms like Deloitte, these policies have become part of their employers' brand, demonstrating an extreme shift into flexible working. Unlimited PTO consists of giving employees freedom to choose the amount of time off they can take in a working year, and to give them the autonomy to choose (in coordination with ...

SSRN Electronic Journal, 2018

Academy of Management Proceedings, 2017

Advances in leadership research and practice have prompted new ways of thinking about leadership ... more Advances in leadership research and practice have prompted new ways of thinking about leadership and followership. Indeed, some of these emerging perspectives are built on the notion that leadership and followership are more fluid in nature, and that a single person can find themselves practicing leadership in one situation and followership in another, in concert. While theory exists to help us understand how leadership and followership can be co-constructed , many questions remain regarding the complexities and challenges individuals face when they are serving concomitantly as a leader to some and a follower to others. For example, how does one individual juggle the dual identity of leader and follower? How does one create plausibility of meanings between their own leaders and followers? And what are the consequences of incompatible constructions of leadership and followership? This panel symposium brings together four researchers to begin addressing these questions. Each panelist brings a different pers...

Academy of Management Proceedings, 2018

Academy of Management Proceedings, 2016

The need to understand the role of the follower in the leadership process has been a repeated ref... more The need to understand the role of the follower in the leadership process has been a repeated refrain in the leadership research (Avolio, 2007; Shamir, 2007; Uhl-Bien, 2006; Uhl-Bien & Ospina, 2012...

Some individuals, in organizations are in a position where they need to attend in concert to thei... more Some individuals, in organizations are in a position where they need to attend in concert to their role as a leader to some, and a follower to others. It is important that they perform both roles equally effectively. Managers enacting these two roles in concert often face contradictory pulls, and experience tensions, widely described by the change and strategy literature. Nonetheless, how some people are more successful than others in performing in concert the roles of leader and follower is largely unexplored. This paper uses the theoretical lens of paradox to propose a process of harmonization of the contradictory pulls that come with the co- enactment of the roles of leader and follower. This theoretical investigation happens in the context of the leadership triad, formed by a focal individual, his/her leader and his/her follower. Following paradox theory, a model is built, highlighting how successful focal individuals acknowledge and accept their self- concept both as an able le...