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Article
Publication date: 1 March 2003

Frank Shipper, Joel Kincaid, Denise M. Rotondo and Richard C. Hoffman

Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional…

1019

Abstract

Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self‐other agreement concerning the use of managerial skills using data gathered under a 360‐degree feedback process. Three hypotheses relating to managerial self‐awareness of both interactive and controlling skills are examined using data from 3,785 managers of a multinational firm located in the United States (US), United Kingdom (UK), and Malaysia. The two sets of managerial skills examined were found to be stable across the three national samples. The hypotheses were tested using polynomial regressions, and contour plots were developed to aid interpretation. Support was found for positive relationships between effectiveness and EI (self‐awareness). This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Self‐awareness of different managerial skills varied by culture. It appears that in low power distance (PD) cultures such as the United States and United Kingdom, self‐awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures, such as Malaysia self‐awareness of controlling skills may be crucial relative to effectiveness. These findings are discussed along with the implications for future research.

Details

The International Journal of Organizational Analysis, vol. 11 no. 3
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 27 June 2008

Denise M. Rotondo and Joel F. Kincaid

The purpose of this paper is to explore the relationships between four general coping styles, work and family conflict, and work and family facilitation in a simultaneous…

4016

Abstract

Purpose

The purpose of this paper is to explore the relationships between four general coping styles, work and family conflict, and work and family facilitation in a simultaneous equations framework

Design/methodology/approach

Data from the MIDUS study were analyzed using two‐staged least squares regression to incorporate the reciprocity between the work and family domains into the model. Hypotheses about direct action, advice seeking, positive thinking, and cognitive reappraisal as they affect work family (W‐F) and family‐work (F‐W) conflict were tested. The impact of the coping styles on work and family facilitation has not been studied before and was also included.

Findings

The efficacy of individual coping styles on conflict and the relationships between coping and facilitation were not uniform and varied depending on the source domain. Positive thinking was associated with higher W‐F and F‐W facilitation. Direct‐action was associated with lower F‐W conflict and higher F‐W facilitation. Reappraisal and advice seeking were associated with higher F‐W conflict, but advice‐seeking was related to higher W‐F facilitation. As expected, significant reciprocal effects for conflict were found; both W‐F and F‐W conflict are significant predictors of F‐W and W‐F conflict, respectively. And, an increase in F‐W conflict was predicted to have twice the impact of factors increasing W‐F conflict. W‐F facilitation was significant in predicting levels of F‐W facilitation; F‐W facilitation did not influence levels of W‐F facilitation.

Originality/value

The paper suggests the family domain should be the target for problem‐focused coping strategies, most likely because greater control can be exercised at home. Practical suggestions to help employees identify strategies to lower conflict and raise facilitation, thus promoting balance, are discussed.

Details

Journal of Managerial Psychology, vol. 23 no. 5
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 8 July 2014

Richard C. Hoffman, Frank M. Shipper, Jeanette A. Davy and Denise M. Rotondo

– The purpose of this study is to examine the relationship between managerial skills and effectiveness in a cross-cultural setting to determine their applicability.

1699

Abstract

Purpose

The purpose of this study is to examine the relationship between managerial skills and effectiveness in a cross-cultural setting to determine their applicability.

Design/methodology/approach

Data from 7,606 managers in 5 countries from a large multinational firm were analyzed using structural equation modeling to assess all relationships simultaneously and reduce error effects.

Findings

The results support the cross-cultural validity of the model of managerial skills-effectiveness. Few cross-cultural differences were found. Interactive skills had greater positive impact on attitudes than initiating skills. Pressuring skills had a negative impact on attitudes. None of the skill sets were related to job performance.

Research limitations/implications

Using a single firm and industry to control for other cultural levels may limit the generalizability of the results. Only three skill sets were assessed and one coarse-grained measure of culture was used. These factors may account for the few cultural differences observed.

Practical implications

Training programs for managers going overseas should develop both interactive and initiating skills sets, as both had a positive impact on attitudes across cultures.

Originality/value

The model of managerial skills and effectiveness was validated across five cultures. The use of structural equation modeling ensures that the results are not an artifact of the measures and represents a more direct test for cross-cultural differences. Managing successfully across cultures may require fewer unique skills, with more emphasis placed on using basic management skills having positive impact.

Details

International Journal of Organizational Analysis, vol. 22 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

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Article
Publication date: 1 June 2003

Denise M. Rotondo, Dawn S. Carlson and Joel F. Kincaid

One way to reduce work‐family conflict is for individuals to have the ability to effectively cope with the stressful demands. The relationships between four styles of work and…

7475

Abstract

One way to reduce work‐family conflict is for individuals to have the ability to effectively cope with the stressful demands. The relationships between four styles of work and family coping (direct action, help‐seeking, positive thinking, and avoidance/resignation) and levels of work‐family conflict are considered. Two different forms of work‐family conflict (time‐based and strain‐based) were examined as well as the effect of direction (work interfering with family, family interfering with work) to examine the efficacy of different coping styles. Help‐seeking and direct action coping used at home were associated with lower family interfering with work conflict levels. Avoidance/resignation coping was associated with higher conflict levels of all types. The results suggest individuals may have greater control and opportunity for positive change within the family domain compared with the work environment.

Details

Personnel Review, vol. 32 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 27 June 2008

Noreen Heraty, Michael J. Morley and Jeanette N. Cleveland

The purpose of this paper is to introduce a selection of papers within the issue that discuss the work‐family interface.

2139

Abstract

Purpose

The purpose of this paper is to introduce a selection of papers within the issue that discuss the work‐family interface.

Design/methodology/approach

The themes of the papers in the issue are outlined

Findings

The papers address the following: conflict, facilitation and individual coping styles across the work and family domains; generational differences in work‐family conflict and work‐family synergy for Generation X, baby boomers and matures; the development and transmission of work‐related attitudes; a cross cultural comparison of female managers attitudes, experiences and career choices; the impact of individual and organisational characteristics on work‐family conflict and career outcomes, and the variation of work life integration experiences of mid‐career professional women.

Originality/value

The paper introduces the special issue which provides a varied mix of theoretical approaches and multi‐level perspectives to scope out and explain the links between work and family life.

Details

Journal of Managerial Psychology, vol. 23 no. 5
Type: Research Article
ISSN: 0268-3946

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