Leaders' action

Recent scholarship highlights the crucial role of action in management practice, pointing out the significant issue of the "knowing-doing-gap" where managerial action-taking is lacking. Despite the acknowledgment of its importance, the theoretical framework surrounding managerial action remains underdeveloped. Weick's observation from 1979 still resonates: managers are often seen as "doers," yet their actions are poorly understood. This study aims to enhance the understanding of managerial action, focusing on two key questions: What distinguishes managerial action from non-action? The findings reveal that effective leadership behavior is characterized by a combination of energy and focus. Purposeful action is marked by energetic behavior that is meaningful, self-starting, and effortful, while also being focused on long-term goals and discipline. The research, based on qualitative studies and a comprehensive literature review, led to a model explaining why some managers take action while others do not. Results indicate that managers are more likely to engage in purposeful action when they have specific, challenging goals and confidence in their ability to achieve them, alongside positive emotions and strong volition. Contextual factors, such as perceived choices, support from superiors, and positive relationships, also influence their likelihood to act.