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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Fahimeh Dousthosseini, Manijeh Haghighinasab and Pantea Foroudi
In this article, the authors try to determine why and under what conditions consumers intend to buy green and what the consequences are. Relying on theories of reasoned action and…
Abstract
In this article, the authors try to determine why and under what conditions consumers intend to buy green and what the consequences are. Relying on theories of reasoned action and theory of planned behaviour (TPB), the authors offer that the green purchase intention (GPI) is impressed by environmental and personality components. Provide statements about the determinants and key implications of such market identification.