King Yii Tang, Guangrong Dai and Kenneth P. De Meuse
This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact…
Abstract
Purpose
This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of self‐other agreement.
Design/methodology/approach
The data were from an archive of 360° feedback (N=523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self‐other agreement.
Findings
As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher‐level managers were rated higher on derailment factors than lower‐level managers. In‐agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in‐agreement low ratings (i.e. rated low by both self and others). Self under‐ratings of derailment factors (i.e. self ratings lower than others’ ratings) were related to lower effectiveness than self over‐ratings (i.e. self ratings higher than others’ ratings). It also was found that self ratings were less accurate than ratings from other rater sources.
Research limitations/implications
Leadership derailment induces significant direct as well as indirect costs to organizations. The 360° feedback process can be used to help managers enhance their self‐awareness of derailment potential. Findings of this study can be used to help interpret 360° assessment results.
Originality/value
Past research on 360° feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 360° feedback.
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Guangrong Dai, King Yii Tang and Kenneth P. De Meuse
This paper aims to test the pipeline model of leadership development by investigating how the competency profile change across position levels.
Abstract
Purpose
This paper aims to test the pipeline model of leadership development by investigating how the competency profile change across position levels.
Design/methodology/approach
The skill and importance ratings in leadership competencies were compared between four position levels. The data were from an archive 360 degree feedback (n=770). Six SMEs were also employed to rate the importance of the competencies.
Findings
The study found that the difference between two positions in terms of the relative importance of the competencies increases as the organizational hierarchical distance between the two positions increases. Comparing the skill ratings yielded similar results. Further, the correlation between the skill and importance ratings for the same position level was higher than correlations of the two types of ratings for different position levels.
Research limitations/implications
The study discusses the implications of the research findings in the context of leadership development and succession management.
Practical implications
One of the essential tasks in a succession system is to clearly define critical leadership skills at different levels of management. By defining the leadership pipeline, companies will be able to get their best people the right developmental experiences to help them transition from one position level to another.
Originality/value
The paper provides empirical support for the pipeline model of leadership skill requirement across the organizational hierarchy.
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Mar Cárdenas-Muñoz, Luis Rubio-Andrada and Mónica Segovia-Pérez
The purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between…
Abstract
Purpose
The purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.
Design/methodology/approach
Using the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.
Findings
In an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.
Research limitations/implications
A limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.
Practical implications
This research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.
Social implications
In a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.
Originality/value
The authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.
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The purpose of this paper is to examine the relationship between team heterogeneity and team performance in entrepreneurial team and is also of significance in guiding the…
Abstract
Purpose
The purpose of this paper is to examine the relationship between team heterogeneity and team performance in entrepreneurial team and is also of significance in guiding the management practice of an entrepreneurial team.
Design/methodology/approach
The study is carried out based on an experiment, in which a 2×2 experimental group is devised to collect data concerned with the heterogeneity of entrepreneurial team’s expertise and the attitude toward heterogeneity.
Findings
The entrepreneurial team’s heterogeneity has a significant effect on entrepreneurial performance; the entrepreneurial team’s heterogeneity influences entrepreneurial performance through team task conflict; attitudes toward heterogeneity play a mediating role in the above process.
Originality/value
This paper is carried out based on an experiment which can be used to determine the mediating effects of team conflict on the relationship between team expertise heterogeneity and the entrepreneurial performance.
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Strong versions of the Precautionary Principle (PP) require regulators to prohibit or impose technology controls on activities that pose uncertain risks of possibly significant…
Abstract
Strong versions of the Precautionary Principle (PP) require regulators to prohibit or impose technology controls on activities that pose uncertain risks of possibly significant environmental harm. This decision rule is conceptually unsound and would diminish social welfare. Uncertainty as such does not justify regulatory precaution. While they should reject PP, regulators should take appropriate account of societal aversion to risks of large harm and the value of obtaining additional information before allowing environmentally risky activities to proceed.
THE College of Librarianship is best considered on its own terms, as an institution unique in the history and present pattern of British library education, but its significance…
Abstract
THE College of Librarianship is best considered on its own terms, as an institution unique in the history and present pattern of British library education, but its significance and probable future development can best be assessed if two external factors are kept in mind.
A. Srinivasa Rao and Waheed Kareem Abdul
The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological…
Abstract
Purpose
The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological empowerment in this association. Over the past many decades, teams have become an increasingly popular way of organizing and coordinating work. This trend creates new challenges for leaders, as they are expected to motivate individual employees and to improve team performance simultaneously.
Design/methodology/approach
This study proposes a conceptual framework for understanding motivation and support extended to individual employees which would influence team performance. The conceptual framework includes psychological empowerment and support for innovation as mediating variables in the effect of transformational leadership on team performance. The study also validates the proposed conceptual framework using a second-order confirmatory factor analysis technique, namely, partial least squares-structural equations modeling, with the data collected from 182 followers from 10 service organizations in the UAE.
Findings
The findings suggest that transformational leadership has significant positive impact on team performance and, on the contrary, transactional leadership has significant negative effect on team performance. Two dimensions of psychological empowerment such as meaning and self-determination have partial mediation effect in the relationship between transformational leadership and team performance.
Originality/value
This study contributes to the research that identifies team mechanisms influenced by transformational leadership that can affect team success and performance, particularly in the context of UAE-based organizations. Managerial implications and future research areas are further discussed.