Pub Date : 2022-04-19DOI: 10.1108/jmd-11-2021-0310
Eva Born, Johannes M. Lehner
PurposeThis paper aims to contribute to research on management training and development by exploring the impact of extensive training labeled as drill on coping with critical situations. More specifically, it inquires into conditions and supplements for drill to move from mere adaptation to exaptation, relating to the transfer of drilled procedures to serve novel requirements, in events involving different types of surprise.Design/methodology/approachThe paper adopts an interpretive research approach. Data were collected through semi-structured interviews with members of the Austrian Military on cases of resilient field action in manifold situations of surprise.FindingsThe paper reveals that two different kinds of drill lead to properties that are essential for recovery from shock during critical events: the pure drill and the preaptative drill. Pure drill enables automatized action in situations when time or emotional pressure is too high for reflection or consideration of different options. Preaptative drill, pertaining to drill enhanced with background knowledge, leads to adaption or even exaptation of automatized action through reflection.Originality/valueThe present paper is the first to show the potential impact of drill on the ability to deal with specific kinds of surprise. It suggests that incorporating explanatory background knowledge about why and how rules and learned behaviors that were created into training programs can be of vital importance for dealing with surprise successfully.
{"title":"Variants of drill as preparations for responding to surprising events","authors":"Eva Born, Johannes M. Lehner","doi":"10.1108/jmd-11-2021-0310","DOIUrl":"https://doi.org/10.1108/jmd-11-2021-0310","url":null,"abstract":"PurposeThis paper aims to contribute to research on management training and development by exploring the impact of extensive training labeled as drill on coping with critical situations. More specifically, it inquires into conditions and supplements for drill to move from mere adaptation to exaptation, relating to the transfer of drilled procedures to serve novel requirements, in events involving different types of surprise.Design/methodology/approachThe paper adopts an interpretive research approach. Data were collected through semi-structured interviews with members of the Austrian Military on cases of resilient field action in manifold situations of surprise.FindingsThe paper reveals that two different kinds of drill lead to properties that are essential for recovery from shock during critical events: the pure drill and the preaptative drill. Pure drill enables automatized action in situations when time or emotional pressure is too high for reflection or consideration of different options. Preaptative drill, pertaining to drill enhanced with background knowledge, leads to adaption or even exaptation of automatized action through reflection.Originality/valueThe present paper is the first to show the potential impact of drill on the ability to deal with specific kinds of surprise. It suggests that incorporating explanatory background knowledge about why and how rules and learned behaviors that were created into training programs can be of vital importance for dealing with surprise successfully.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45730807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-11DOI: 10.1108/jmd-10-2021-0271
Jen Vuhuong, G. Edwards
PurposeThis research aimed to investigate influences on and opinions of leadership development in small and medium-sized enterprise (SME) business owner-managers. Therefore, the objective of this study was to respond to the research question – How do SMEs’ founder-owner-managers develop their leadership over time?Design/methodology/approachThis study applies a history narrative qualitative method to explore the leadership development journey of SMEs’ founder-owner-managers throughout their lifetime. Fifteen founder-owner-managers were interviewed.FindingsFive main themes emerge reflecting a social contextual process starting from early childhood: (1) the dominant influence of parents on leadership qualities and behaviours; (2) the importance of sports activities in shaping leadership qualities and identities; (3) the dominant influence of role models especially bad role models on leadership perceptions and behaviours; (4) the importance of self-learning, experimentation and self-reflection in developing entrepreneurship capability and (5) the importance of community-based social networks in gaining support and practicing leadership capability.Originality/valueThe originality of this research lies within the methodology used whereby a history narrative qualitative method is employed to develop data for analysis purposes. Using this methodology, this study contributes to a broader understanding of SMEs’ founder-owner-managers’ leadership development journey by taking a more expansive view to explore the development process throughout their lifetime.
{"title":"Exploring the leadership development journey of SME owner-managers","authors":"Jen Vuhuong, G. Edwards","doi":"10.1108/jmd-10-2021-0271","DOIUrl":"https://doi.org/10.1108/jmd-10-2021-0271","url":null,"abstract":"PurposeThis research aimed to investigate influences on and opinions of leadership development in small and medium-sized enterprise (SME) business owner-managers. Therefore, the objective of this study was to respond to the research question – How do SMEs’ founder-owner-managers develop their leadership over time?Design/methodology/approachThis study applies a history narrative qualitative method to explore the leadership development journey of SMEs’ founder-owner-managers throughout their lifetime. Fifteen founder-owner-managers were interviewed.FindingsFive main themes emerge reflecting a social contextual process starting from early childhood: (1) the dominant influence of parents on leadership qualities and behaviours; (2) the importance of sports activities in shaping leadership qualities and identities; (3) the dominant influence of role models especially bad role models on leadership perceptions and behaviours; (4) the importance of self-learning, experimentation and self-reflection in developing entrepreneurship capability and (5) the importance of community-based social networks in gaining support and practicing leadership capability.Originality/valueThe originality of this research lies within the methodology used whereby a history narrative qualitative method is employed to develop data for analysis purposes. Using this methodology, this study contributes to a broader understanding of SMEs’ founder-owner-managers’ leadership development journey by taking a more expansive view to explore the development process throughout their lifetime.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49481791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-22DOI: 10.1108/jmd-09-2020-0293
S. Siswanto, I. Yuliana
PurposeThe study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.Design/methodology/approachThe study employs a quantitative approach with 405 respondents as the samples. The respondents are teachers and staff of schools in East Java, Indonesia. The data are analyzed using partial least square (PLS).FindingsTrust and team cohesiveness fully mediate the relationship between idealized influences on job satisfaction. Besides, idealized influence, inspirational motivation and individualized consideration directly affect job satisfaction.Research limitations/implicationsThe relationship between transformational leadership and employee job satisfaction in educational institutions has been rarely explored. The study contributes to the literature on the role of trust and team cohesiveness in transmitting the effect of transformational leadership dimensions on job satisfaction of school employees.Practical implicationsTo increase employee job satisfaction at schools, principals need to be highly concerned about trust in the leader–follower relationship. Therefore, principals are responsible for responding to the followers' needs and aspirations and caring for followers.Originality/valueThe significance of the result findings lies in the detailed model that transmits the direct and indirect effect of the transformational leadership dimensions on job satisfaction.
{"title":"Linking transformational leadership with job satisfaction: the mediating roles of trust and team cohesiveness","authors":"S. Siswanto, I. Yuliana","doi":"10.1108/jmd-09-2020-0293","DOIUrl":"https://doi.org/10.1108/jmd-09-2020-0293","url":null,"abstract":"PurposeThe study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.Design/methodology/approachThe study employs a quantitative approach with 405 respondents as the samples. The respondents are teachers and staff of schools in East Java, Indonesia. The data are analyzed using partial least square (PLS).FindingsTrust and team cohesiveness fully mediate the relationship between idealized influences on job satisfaction. Besides, idealized influence, inspirational motivation and individualized consideration directly affect job satisfaction.Research limitations/implicationsThe relationship between transformational leadership and employee job satisfaction in educational institutions has been rarely explored. The study contributes to the literature on the role of trust and team cohesiveness in transmitting the effect of transformational leadership dimensions on job satisfaction of school employees.Practical implicationsTo increase employee job satisfaction at schools, principals need to be highly concerned about trust in the leader–follower relationship. Therefore, principals are responsible for responding to the followers' needs and aspirations and caring for followers.Originality/valueThe significance of the result findings lies in the detailed model that transmits the direct and indirect effect of the transformational leadership dimensions on job satisfaction.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43182688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-18DOI: 10.1108/jmd-02-2021-0048
Joe Monang, I. Sudirman, J. Siswanto, Y. Yassierli
PurposeThe purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.Design/methodology/approachUsing the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.FindingsThe authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.Practical implicationsThe study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.Originality/valueThis study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.
{"title":"Competencies for superior performance across management levels in the provincial government executive offices","authors":"Joe Monang, I. Sudirman, J. Siswanto, Y. Yassierli","doi":"10.1108/jmd-02-2021-0048","DOIUrl":"https://doi.org/10.1108/jmd-02-2021-0048","url":null,"abstract":"PurposeThe purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.Design/methodology/approachUsing the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.FindingsThe authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.Practical implicationsThe study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.Originality/valueThis study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44228848","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-16DOI: 10.1108/jmd-09-2021-0244
D. Ruth
PurposeThe purpose of this paper is to offer an appraisal of the craft metaphor in management with particular reference to authority, resistance, care and the interior landscape of the manager/crafter.Design/method/approachThis is a conceptual essay that draws on an autoethnography.FindingsRespect for the limits of managerial and bureaucratic authority and an appreciation of the manager/crafter's interior landscape are crucial aspects of effective craft and management practice. Insights into the practice of craft may enhance understanding of how both craft and management are a potent brew of politics, power, people, history, reason, faith and authority and just how crucial the interior landscape of the manager/crafter is.Originality/valueThis article offers a focus on an inadequately examined aspect of management/craft – the interior landscape of the manager – that is informed by an auto-ethnography and suggests a case for conceptualizing management as craft, with implications for management development.
{"title":"Management as craft and developing craftership","authors":"D. Ruth","doi":"10.1108/jmd-09-2021-0244","DOIUrl":"https://doi.org/10.1108/jmd-09-2021-0244","url":null,"abstract":"PurposeThe purpose of this paper is to offer an appraisal of the craft metaphor in management with particular reference to authority, resistance, care and the interior landscape of the manager/crafter.Design/method/approachThis is a conceptual essay that draws on an autoethnography.FindingsRespect for the limits of managerial and bureaucratic authority and an appreciation of the manager/crafter's interior landscape are crucial aspects of effective craft and management practice. Insights into the practice of craft may enhance understanding of how both craft and management are a potent brew of politics, power, people, history, reason, faith and authority and just how crucial the interior landscape of the manager/crafter is.Originality/valueThis article offers a focus on an inadequately examined aspect of management/craft – the interior landscape of the manager – that is informed by an auto-ethnography and suggests a case for conceptualizing management as craft, with implications for management development.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45602021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-07DOI: 10.1108/jmd-09-2021-0247
R. Boyatzis, Udayan Dhar
PurposeThe ideal self has had a place in management literature in recent years with reference to identity and role change. However, except for a JMD article in 2006, there has been little theorizing on the ideal self, which is often treated as a static construct. The purpose of this article is to update and refine the concept and explain the dynamic nature of the construct.Design/methodology/approachThis conceptual paper is based on a review of the recent management and psychology literature related to the ideal self and its components.FindingsThe authors propose a dynamic theory of the emerging ideal self and delineate how its components evolve over time.Research limitations/implicationsThe ideal self, or one's personal vision, is a major motivator of learning and change and the sustainability of such efforts. The time dynamic theory would encourage and guide longitudinal research using better variables and measures as well as help in conceptualizing the role of socialization, social identity and life/career stages.Practical implicationsWith a better theory of the ideal self, trainers, consultants, coaches and teachers can help people update their deep sense of purpose and the sustaining driver of learning and change the ideal self. It could help people and organizations address a major determinant of engagement.Originality/valueThis theory offers a temporal understanding of how the ideal self can motivate learning and change at different life and career eras, which can help in designing future research on identity-related transitions.
{"title":"Dynamics of the ideal self","authors":"R. Boyatzis, Udayan Dhar","doi":"10.1108/jmd-09-2021-0247","DOIUrl":"https://doi.org/10.1108/jmd-09-2021-0247","url":null,"abstract":"PurposeThe ideal self has had a place in management literature in recent years with reference to identity and role change. However, except for a JMD article in 2006, there has been little theorizing on the ideal self, which is often treated as a static construct. The purpose of this article is to update and refine the concept and explain the dynamic nature of the construct.Design/methodology/approachThis conceptual paper is based on a review of the recent management and psychology literature related to the ideal self and its components.FindingsThe authors propose a dynamic theory of the emerging ideal self and delineate how its components evolve over time.Research limitations/implicationsThe ideal self, or one's personal vision, is a major motivator of learning and change and the sustainability of such efforts. The time dynamic theory would encourage and guide longitudinal research using better variables and measures as well as help in conceptualizing the role of socialization, social identity and life/career stages.Practical implicationsWith a better theory of the ideal self, trainers, consultants, coaches and teachers can help people update their deep sense of purpose and the sustaining driver of learning and change the ideal self. It could help people and organizations address a major determinant of engagement.Originality/valueThis theory offers a temporal understanding of how the ideal self can motivate learning and change at different life and career eras, which can help in designing future research on identity-related transitions.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42541508","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-16DOI: 10.1108/jmd-03-2020-0087
Hala A. Abdelgaffar
PurposeResearch on management education (ME) over the past 2 decades signals a growing level of concern in response to increasing societal demands for ethical, responsible and sustainable considerations in management decisions in light of the current economic situation. The purpose of this paper is to review extant literature on responsible management education (RME) over the past decade.Design/methodology/approachThe author carried out a systematic literature review of peer-reviewed publications, which were mapped and analysed according to the following six categories: (1) types of papers, (2) geographical context, (3) RME purpose, (4) strategies, (5) intended outcomes and (6) challenges. The analysis resulted in a descriptive overview of article content and synthesis of review data categorised by topical focus.FindingsAnalysis of the review sample reveals how scholarly interest in RME has accelerated over the last decade. This is accompanied by a growing institutionalisation and development of RME. The descriptive analysis indicates that the vast majority of publications focus on RME implementation strategies, mostly focussing on on-campus – curricular, pedagogical and operational – changes and the unique experiences of particular schools. Recent publications reveal interest in how RME can respond to triple bottom line (TBL) concerns that benefit the wider society and to sustainable development (SD) goals that target the local and global community. A budding interest is revealed in examining the perceptions of diverse stakeholder groups of sustainability requirements in RME curricula to create relevant and practical content.Originality/valueThis paper contributes to the adoption and/or development of RME.
{"title":"A review of responsible management education: practices, outcomes and challenges","authors":"Hala A. Abdelgaffar","doi":"10.1108/jmd-03-2020-0087","DOIUrl":"https://doi.org/10.1108/jmd-03-2020-0087","url":null,"abstract":"PurposeResearch on management education (ME) over the past 2 decades signals a growing level of concern in response to increasing societal demands for ethical, responsible and sustainable considerations in management decisions in light of the current economic situation. The purpose of this paper is to review extant literature on responsible management education (RME) over the past decade.Design/methodology/approachThe author carried out a systematic literature review of peer-reviewed publications, which were mapped and analysed according to the following six categories: (1) types of papers, (2) geographical context, (3) RME purpose, (4) strategies, (5) intended outcomes and (6) challenges. The analysis resulted in a descriptive overview of article content and synthesis of review data categorised by topical focus.FindingsAnalysis of the review sample reveals how scholarly interest in RME has accelerated over the last decade. This is accompanied by a growing institutionalisation and development of RME. The descriptive analysis indicates that the vast majority of publications focus on RME implementation strategies, mostly focussing on on-campus – curricular, pedagogical and operational – changes and the unique experiences of particular schools. Recent publications reveal interest in how RME can respond to triple bottom line (TBL) concerns that benefit the wider society and to sustainable development (SD) goals that target the local and global community. A budding interest is revealed in examining the perceptions of diverse stakeholder groups of sustainability requirements in RME curricula to create relevant and practical content.Originality/valueThis paper contributes to the adoption and/or development of RME.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45694285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-30DOI: 10.1108/jmd-10-2020-0311
G. Afshan, M. Kashif, Firdous Khanum, M. Khuhro, U. Akram
PurposeBased on the conservation of resources theory, this study aims to investigate high involvement work practices (HIWP) as an antecedent to burnout with a mediating role of perceived work–family (WF) imbalance. Moreover, this study examines whether humble leadership moderates the relationship between HIWP and WF imbalance.Design/methodology/approachUsing a time-lagged survey approach, data are collected from 200 employees working in the Indian services sector organizations.FindingsThe findings demonstrate that HIWP has a direct negative effect on burnout and an indirect effect via WF imbalance. Also, humble leadership moderates the relationship between HIWP and WF imbalance.Originality/valueBy studying the pessimistic view of HIWP in the Indian context, this study contributes to the scant studies available on its effect on burnout in collectivistic societies. Furthermore, humble leadership's moderating role in the relationship between HIWP and WF imbalance is unique to this study.
{"title":"High involvement work practices often lead to burnout, but thanks to humble leadership","authors":"G. Afshan, M. Kashif, Firdous Khanum, M. Khuhro, U. Akram","doi":"10.1108/jmd-10-2020-0311","DOIUrl":"https://doi.org/10.1108/jmd-10-2020-0311","url":null,"abstract":"PurposeBased on the conservation of resources theory, this study aims to investigate high involvement work practices (HIWP) as an antecedent to burnout with a mediating role of perceived work–family (WF) imbalance. Moreover, this study examines whether humble leadership moderates the relationship between HIWP and WF imbalance.Design/methodology/approachUsing a time-lagged survey approach, data are collected from 200 employees working in the Indian services sector organizations.FindingsThe findings demonstrate that HIWP has a direct negative effect on burnout and an indirect effect via WF imbalance. Also, humble leadership moderates the relationship between HIWP and WF imbalance.Originality/valueBy studying the pessimistic view of HIWP in the Indian context, this study contributes to the scant studies available on its effect on burnout in collectivistic societies. Furthermore, humble leadership's moderating role in the relationship between HIWP and WF imbalance is unique to this study.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46969580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-28DOI: 10.1108/jmd-06-2020-0174
Matthew J. Johnson, Ki ho Kim, Stephen M. Colarelli, Melanie E. Boyajian
PurposeThe purpose of this research was to develop a conceptualization and measure of workplace coachability.Design/methodology/approachUsing four independent samples of employed adults, we developed a short and long version of the Coachability Scale. We followed standard scale development practices, presenting evidence of the scales’ factor structure, reliability and validity.FindingsWith the first two samples, we derived an initial three-dimensional version of the Coachability Scale and provided evidence of convergent validity. With Samples 3 and 4, we expanded the scale with additional dimensions related to coaching feedback processes and accumulated additional evidence of the scale's validity, and provided evidence of convergence between the two versions of the Coachability Scale.Research limitations/implicationsWe encourage continued research on the Coachability Scale, as well as research on coachability in formal coaching relationships and with more diverse populations and cultures. It is also important to examine how coachability relates to specific coachee behaviors and outcomes. Although common method bias may be a limitation, we used temporally separated measurements to minimize method bias in Sample 4.Practical implicationsKnowledge about coachability can inform coaching practice decisions and help tailor the coaching engagement to better fit the coachee's needs.Social implicationsMeasuring how individuals respond to coaching and coaching relationships has important implications for managerial behavior and the quality of work life.Originality/valueThis is one of the first studies to develop valid scales for assessing workplace coachability.
{"title":"Coachability and the development of the coachability scale","authors":"Matthew J. Johnson, Ki ho Kim, Stephen M. Colarelli, Melanie E. Boyajian","doi":"10.1108/jmd-06-2020-0174","DOIUrl":"https://doi.org/10.1108/jmd-06-2020-0174","url":null,"abstract":"PurposeThe purpose of this research was to develop a conceptualization and measure of workplace coachability.Design/methodology/approachUsing four independent samples of employed adults, we developed a short and long version of the Coachability Scale. We followed standard scale development practices, presenting evidence of the scales’ factor structure, reliability and validity.FindingsWith the first two samples, we derived an initial three-dimensional version of the Coachability Scale and provided evidence of convergent validity. With Samples 3 and 4, we expanded the scale with additional dimensions related to coaching feedback processes and accumulated additional evidence of the scale's validity, and provided evidence of convergence between the two versions of the Coachability Scale.Research limitations/implicationsWe encourage continued research on the Coachability Scale, as well as research on coachability in formal coaching relationships and with more diverse populations and cultures. It is also important to examine how coachability relates to specific coachee behaviors and outcomes. Although common method bias may be a limitation, we used temporally separated measurements to minimize method bias in Sample 4.Practical implicationsKnowledge about coachability can inform coaching practice decisions and help tailor the coaching engagement to better fit the coachee's needs.Social implicationsMeasuring how individuals respond to coaching and coaching relationships has important implications for managerial behavior and the quality of work life.Originality/valueThis is one of the first studies to develop valid scales for assessing workplace coachability.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43727383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-09DOI: 10.1108/jmd-09-2020-0298
Aqueeb Sohail Shaik, Sanjay Dhir
PurposeThe purpose of this study is to model the strategic thinking process, considering the different psychological traits of TMTs (top management teams) and how the technological dynamism affects the strategies framed together impacting the performance of the firm.Design/methodology/approachModeling and simulation are done in this study using the system dynamics (SD) tool. The data are extracted using social media analytics, and the same is given as an input for the SDmodel, which is used for modeling and simulation of the interdependencies between the psychological factors, technological dynamism and firm performance. The analysis decodes how a change in the thinking process of a TMT has an impact on the performance of the company in an automobile market.FindingsThe study has explained how different psychological traits affect the thinking process of a TMT and how the strategies framed with this thinking behavior have an impact on firm performance.Research limitations/implicationsThe study is limited only to the automobile industry in India, and only partial psychological constructs were considered to examine their impact on firm performance. This study can be further extended by analyzing the same to various other industries along with many other psychological constructs.Practical implicationsThe findings identify the change in behavior of the performance due to the thinking process and technological dynamism. This helps the top management to take into consideration different factors that affect the strategies framed for the company and what are the threshold points in the system that are to be focused on during the framing of a strategy.Originality/valueThe study fills the unattended gaps in the literature regarding how the psychological traits are interdependent and how their relationship is affecting the thinking process, which is going to have an impact on the behavior of the firm performance. It also adds to the literature of systems thinking.
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