Pub Date : 2022-06-06DOI: 10.1108/jmd-11-2021-0297
Achmadi Achmadi, Hendryadi Hendryadi, A. Siregar, Ambo Sakka Hadmar
PurposeThis study aimed to examine the relationship between leader humility, civility climate and employee voice and uncover the moderating effect of competitive climate on the relationship between leader humility, civility climate and employee voice.Design/methodology/approachThree hundred seventy-nine respondents from various sectors in Indonesia participated in this study. All hypotheses were examined using hierarchical multiple regression analysis using the Hayes' macro PROCESS.FindingsLeader humility positively and significantly impacts civility climate and employee voice. Competitive climate was confirmed as a moderator in the relationship between leader humility and civility climate and employee voice. The effect of team humility and civility climate on employee voice was strongest in a highly competitive climate.Practical implicationsBy encouraging the adoption of leader humility, organizations can develop a civility climate and promote employee voice in the workplace. Leader humility is congruent with leadership practices in Asian countries, which are more strongly influenced by the virtues of certain religions. Leaders should demonstrate humble behaviors to generate a civility climate and employee voice. Authoritarian leadership and the high power distance inherent in Asian countries pose a challenge to the prioritization of humble behavior.Originality/valueThis study adds to the extant literature by revealing that leader humility fosters a civility climate and civility climate has positive consequences on employee voice; it is the first study to examine these relationships. Drawing on the social exchange theory, new insights explain the psychological mechanism underlying the relationship between leader humility, civility climate and employee voice while proposing a competitive climate as the boundary condition.
{"title":"How can a leader's humility enhance civility climate and employee voice in a competitive environment?","authors":"Achmadi Achmadi, Hendryadi Hendryadi, A. Siregar, Ambo Sakka Hadmar","doi":"10.1108/jmd-11-2021-0297","DOIUrl":"https://doi.org/10.1108/jmd-11-2021-0297","url":null,"abstract":"PurposeThis study aimed to examine the relationship between leader humility, civility climate and employee voice and uncover the moderating effect of competitive climate on the relationship between leader humility, civility climate and employee voice.Design/methodology/approachThree hundred seventy-nine respondents from various sectors in Indonesia participated in this study. All hypotheses were examined using hierarchical multiple regression analysis using the Hayes' macro PROCESS.FindingsLeader humility positively and significantly impacts civility climate and employee voice. Competitive climate was confirmed as a moderator in the relationship between leader humility and civility climate and employee voice. The effect of team humility and civility climate on employee voice was strongest in a highly competitive climate.Practical implicationsBy encouraging the adoption of leader humility, organizations can develop a civility climate and promote employee voice in the workplace. Leader humility is congruent with leadership practices in Asian countries, which are more strongly influenced by the virtues of certain religions. Leaders should demonstrate humble behaviors to generate a civility climate and employee voice. Authoritarian leadership and the high power distance inherent in Asian countries pose a challenge to the prioritization of humble behavior.Originality/valueThis study adds to the extant literature by revealing that leader humility fosters a civility climate and civility climate has positive consequences on employee voice; it is the first study to examine these relationships. Drawing on the social exchange theory, new insights explain the psychological mechanism underlying the relationship between leader humility, civility climate and employee voice while proposing a competitive climate as the boundary condition.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48616442","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 : 2022-05-31DOI: 10.1108/jmd-10-2021-0284
Huda Masood, Leonard Karakowsky, M. Podolsky
PurposeThis study aims to investigate the link between amotivation and workplace deviance. The authors further outlined how the relationship between amotivation and deviant behavior can be mitigated via proactive work strategies such as job crafting and career outcome expectations.Design/methodology/approachThe authors conducted a convergent design, mixed-method study to investigate workplace deviance as an outcome of amotivation or the lack of motivation towards an activity. The quantitative data from cross-sectional surveys entailed 127 respondents. The qualitative data comprised of 25 in-depth interviews. The authors sought insights from individuals' lived experiences to understand how amotivated individuals behave at work.FindingsThe quantitative findings contended a significant relationship between amotivation and organizational deviance. The authors also found evidence for the buffering role of career outcome expectations on amotivation and deviance. Finally, avoidance job crafting has been shown to significantly attenuate the aforementioned relationship. The qualitative study identified three broader themes about amotivated individuals' work outcomes.Practical implicationsAmotivation can arise among individuals who feel trapped in a job they want to exit and can result in a range of dysfunctional outcomes including workplace deviance. While amotivated employees may be hard to flag, employers can keep such individuals from demonstrating workplace deviance through placing interventions such as job crafting and career development programs.Originality/valueThe existing literature on work motivation has predominantly overlooked the role of amotivation in determining employee outcomes. The current research generates a new line of inquiry by identifying workplace deviance as an outcome of amotivation. The authors further highlighted that such dysfunctional outcomes of amotivation can be mitigated by job crafting and career outcomes expectancies.
{"title":"Detached but not deviant: the impact of career expectations and job crafting on the dysfunctional effects of amotivation","authors":"Huda Masood, Leonard Karakowsky, M. Podolsky","doi":"10.1108/jmd-10-2021-0284","DOIUrl":"https://doi.org/10.1108/jmd-10-2021-0284","url":null,"abstract":"PurposeThis study aims to investigate the link between amotivation and workplace deviance. The authors further outlined how the relationship between amotivation and deviant behavior can be mitigated via proactive work strategies such as job crafting and career outcome expectations.Design/methodology/approachThe authors conducted a convergent design, mixed-method study to investigate workplace deviance as an outcome of amotivation or the lack of motivation towards an activity. The quantitative data from cross-sectional surveys entailed 127 respondents. The qualitative data comprised of 25 in-depth interviews. The authors sought insights from individuals' lived experiences to understand how amotivated individuals behave at work.FindingsThe quantitative findings contended a significant relationship between amotivation and organizational deviance. The authors also found evidence for the buffering role of career outcome expectations on amotivation and deviance. Finally, avoidance job crafting has been shown to significantly attenuate the aforementioned relationship. The qualitative study identified three broader themes about amotivated individuals' work outcomes.Practical implicationsAmotivation can arise among individuals who feel trapped in a job they want to exit and can result in a range of dysfunctional outcomes including workplace deviance. While amotivated employees may be hard to flag, employers can keep such individuals from demonstrating workplace deviance through placing interventions such as job crafting and career development programs.Originality/valueThe existing literature on work motivation has predominantly overlooked the role of amotivation in determining employee outcomes. The current research generates a new line of inquiry by identifying workplace deviance as an outcome of amotivation. The authors further highlighted that such dysfunctional outcomes of amotivation can be mitigated by job crafting and career outcomes expectancies.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44164335","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 : 2022-05-25DOI: 10.1108/jmd-10-2021-0274
Carole Serhan, H. Tsangari
PurposeIn today's challenging markets, organizations need to explore new ways to maximize employees' effectiveness and job satisfaction. Within this context, employed fresh graduates are a special group, which requires attention. Recognizing its needs in job design is one of the keys. The aim of the study is to determine the mediating role of experienced psychological states in the relationship between job dimensions and personal/work outcomes (motivation, satisfaction, effectiveness and commitment).Design/methodology/approachThe new “modified job characteristics model” (MJCM) was implemented, where the focus was on testing if experienced psychological states play a mediating role. An index for summarizing core job dimensions (modified motivating potential score (MMPS)) was also developed in the study. For the empirical testing of the new modeling framework, a sample of 630 employed fresh graduates in Lebanon was selected. Various statistical analyses were performed, including partial correlation and multiple regression analysis.FindingsResults showed that for those core job dimensions that significantly affected fresh graduates' personal/work outcomes, the relation was not direct causal, but was mediated by “experienced meaningfulness of the work”, “experienced responsibility for outcomes of the work”, “knowledge of results”, “self-confidence” and “prestige inside outside”. Further, MMPS was verified as a valid score reflecting the “motivating potential” of a job.Practical implicationsThe findings demonstrate the importance of effectively designing and redesigning jobs: employers should focus on the core job dimensions and adopt an adjusted strategy to enhance fresh graduates' affective and behavioral responses.Originality/valueThe current study innovatively examines fresh graduates' psychological states and their role as a mediator in the relation between job dimensions and job satisfaction or commitment. A new modeling framework is used and an index for summarizing job dimensions is developed.
{"title":"The mediating effects of psychological states on the relationship of job dimensions to personal and work outcomes, for fresh graduates","authors":"Carole Serhan, H. Tsangari","doi":"10.1108/jmd-10-2021-0274","DOIUrl":"https://doi.org/10.1108/jmd-10-2021-0274","url":null,"abstract":"PurposeIn today's challenging markets, organizations need to explore new ways to maximize employees' effectiveness and job satisfaction. Within this context, employed fresh graduates are a special group, which requires attention. Recognizing its needs in job design is one of the keys. The aim of the study is to determine the mediating role of experienced psychological states in the relationship between job dimensions and personal/work outcomes (motivation, satisfaction, effectiveness and commitment).Design/methodology/approachThe new “modified job characteristics model” (MJCM) was implemented, where the focus was on testing if experienced psychological states play a mediating role. An index for summarizing core job dimensions (modified motivating potential score (MMPS)) was also developed in the study. For the empirical testing of the new modeling framework, a sample of 630 employed fresh graduates in Lebanon was selected. Various statistical analyses were performed, including partial correlation and multiple regression analysis.FindingsResults showed that for those core job dimensions that significantly affected fresh graduates' personal/work outcomes, the relation was not direct causal, but was mediated by “experienced meaningfulness of the work”, “experienced responsibility for outcomes of the work”, “knowledge of results”, “self-confidence” and “prestige inside outside”. Further, MMPS was verified as a valid score reflecting the “motivating potential” of a job.Practical implicationsThe findings demonstrate the importance of effectively designing and redesigning jobs: employers should focus on the core job dimensions and adopt an adjusted strategy to enhance fresh graduates' affective and behavioral responses.Originality/valueThe current study innovatively examines fresh graduates' psychological states and their role as a mediator in the relation between job dimensions and job satisfaction or commitment. A new modeling framework is used and an index for summarizing job dimensions is developed.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43154513","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 : 2022-05-02DOI: 10.1108/jmd-08-2021-0224
T. Stough, Kim Ceulemans, M. Craps, Luc van Liedekerke, Valerie Cappuyns
PurposeThis study analyzes which worldviews on the interrelatedness of the economic, environmental and social systems are adopted in the literature on responsible management education (RME) and explores how this affects the way business schools educate future responsible managers.Design/methodology/approachThe sustainability-focused relational worldviews of Kurucz et al. (2014) were used to perform a content analysis on 100 articles from the field of RME to understand which worldviews are adopted and to distill potential implications of the prevalence of such worldviews in the RME field.FindingsIn the sample, the most adopted view was the intertwined view that imagines a balance between the economic, environmental, and social system (61% of the articles). The subsuming worldview (highlighting the business case for sustainability) accounted for 8% of articles in the sample. The embedded worldview (a new paradigm that respects the limitations of the environmental and social systems) accounted for 31% of the articles in the sample. The disparate view (representing classic economic views of discrete systems) was not adopted, indicating a rather uniform belief that RME is about moving management education away from this view. Examining the evolution of views over the last 20 years, it can be observed that the embedded view is growing in popularity. The continuing prevalence of the ambiguous and malleable intertwined view in the RME literature could explain why so many RME initiatives have been taken in the last two decades, while simultaneously critics remain vocal that business schools are not preparing future managers to engage with ethics, responsibility, and sustainability (ERS).Originality/valueWhile sustainability-focused relational worldviews have been introduced in the RME literature, this study provides empirical evidence of the prevalence of such worldviews in the literature, allowing an exploration of the implications for the field. The presence of multiple — and at times competing — worldviews adds tension to the field of RME. Seen on the trajectory of increasingly progressive worldviews, the intertwined view is not limited by economic rationalism (like the subsuming view) but also stops short of requiring a full paradigm shift (like the embedded view).
{"title":"To shift a paradigm or not: worldviews at play in responsible management education literature","authors":"T. Stough, Kim Ceulemans, M. Craps, Luc van Liedekerke, Valerie Cappuyns","doi":"10.1108/jmd-08-2021-0224","DOIUrl":"https://doi.org/10.1108/jmd-08-2021-0224","url":null,"abstract":"PurposeThis study analyzes which worldviews on the interrelatedness of the economic, environmental and social systems are adopted in the literature on responsible management education (RME) and explores how this affects the way business schools educate future responsible managers.Design/methodology/approachThe sustainability-focused relational worldviews of Kurucz et al. (2014) were used to perform a content analysis on 100 articles from the field of RME to understand which worldviews are adopted and to distill potential implications of the prevalence of such worldviews in the RME field.FindingsIn the sample, the most adopted view was the intertwined view that imagines a balance between the economic, environmental, and social system (61% of the articles). The subsuming worldview (highlighting the business case for sustainability) accounted for 8% of articles in the sample. The embedded worldview (a new paradigm that respects the limitations of the environmental and social systems) accounted for 31% of the articles in the sample. The disparate view (representing classic economic views of discrete systems) was not adopted, indicating a rather uniform belief that RME is about moving management education away from this view. Examining the evolution of views over the last 20 years, it can be observed that the embedded view is growing in popularity. The continuing prevalence of the ambiguous and malleable intertwined view in the RME literature could explain why so many RME initiatives have been taken in the last two decades, while simultaneously critics remain vocal that business schools are not preparing future managers to engage with ethics, responsibility, and sustainability (ERS).Originality/valueWhile sustainability-focused relational worldviews have been introduced in the RME literature, this study provides empirical evidence of the prevalence of such worldviews in the literature, allowing an exploration of the implications for the field. The presence of multiple — and at times competing — worldviews adds tension to the field of RME. Seen on the trajectory of increasingly progressive worldviews, the intertwined view is not limited by economic rationalism (like the subsuming view) but also stops short of requiring a full paradigm shift (like the embedded view).","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47925517","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 : 2022-05-02DOI: 10.1108/jmd-03-2021-0093
Shalini Srivastava, Deepti Pathak, L. Singh, Shalini Verma
PurposeThe present paper intends to study the relationship between Machiavellianism and effectiveness. It investigates the parallel mediating effects of self-esteem and ethical leadership on Machiavellianism and leader effectiveness.Design/methodology/approachThe study was administered to 260 managers from the banking sector. Statistical tools, like descriptive statistics, Pearson product moment correlation, reliability analysis, validity analysis and parallel-mediated regression analysis, were used to analyze the data. Drawing from the conservation of resource (COR) theory, a parallel mediation model was empirically tested.FindingsThe study found a negative association between Machiavellianism and leader effectiveness, and the parallel mediating impact of self-esteem and ethical leadership reduced the impact of Machiavellianism on leader effectiveness.Practical implicationsThe work suggests that the banking sector leaders can adapt ethical behaviors to create positive leader–member relations contributing to increased organizational efficiency and productivity.Originality/valueThe unique contribution of the study includes determining the mediating roles of self-esteem and ethical leadership, especially in the Indian context. Despite the availability of past studies on the constructs, the studies on the parallel mediating relationship between Machiavellianism and effectiveness was limited.
{"title":"Do self-esteem and ethical leadership dampens Machiavellianism–effectiveness relationship: a parallel mediation approach","authors":"Shalini Srivastava, Deepti Pathak, L. Singh, Shalini Verma","doi":"10.1108/jmd-03-2021-0093","DOIUrl":"https://doi.org/10.1108/jmd-03-2021-0093","url":null,"abstract":"PurposeThe present paper intends to study the relationship between Machiavellianism and effectiveness. It investigates the parallel mediating effects of self-esteem and ethical leadership on Machiavellianism and leader effectiveness.Design/methodology/approachThe study was administered to 260 managers from the banking sector. Statistical tools, like descriptive statistics, Pearson product moment correlation, reliability analysis, validity analysis and parallel-mediated regression analysis, were used to analyze the data. Drawing from the conservation of resource (COR) theory, a parallel mediation model was empirically tested.FindingsThe study found a negative association between Machiavellianism and leader effectiveness, and the parallel mediating impact of self-esteem and ethical leadership reduced the impact of Machiavellianism on leader effectiveness.Practical implicationsThe work suggests that the banking sector leaders can adapt ethical behaviors to create positive leader–member relations contributing to increased organizational efficiency and productivity.Originality/valueThe unique contribution of the study includes determining the mediating roles of self-esteem and ethical leadership, especially in the Indian context. Despite the availability of past studies on the constructs, the studies on the parallel mediating relationship between Machiavellianism and effectiveness was limited.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47008108","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 : 2022-05-02DOI: 10.1108/jmd-08-2021-0236
Faten Ben Ahmed, Anis Jarboui
PurposeThe purpose of this paper is to focus on the moderating effect of CEO's accounting-based attributes on the relationship between chief executive officer (CEO) overconfidence and forecast accuracy in European companies.Design/methodology/approachData from a sample of 347 European firms listed on Stoxx Europe 600 index from 2005 to 2018 are used to test the moderation model using moderation regression analysis.FindingsEvidence reveals that CEO overconfidence is negatively associated with forecast accuracy. Further, CEO's accounting-based attributes significantly moderates the impact of CEO overconfidence on forecast quality.Originality/valueThis study is unique in providing European evidence for the moderating effect of CEO's accounting-based attributes on the relationship between CEO overconfidence and forecast quality. This paper is also relevant as it addresses the interaction between two sciences (psychology) to explain the forecast accuracy (accounting).
{"title":"CEO overconfidence and forecast accuracy moderated by CEOs' accounting-based attributes","authors":"Faten Ben Ahmed, Anis Jarboui","doi":"10.1108/jmd-08-2021-0236","DOIUrl":"https://doi.org/10.1108/jmd-08-2021-0236","url":null,"abstract":"PurposeThe purpose of this paper is to focus on the moderating effect of CEO's accounting-based attributes on the relationship between chief executive officer (CEO) overconfidence and forecast accuracy in European companies.Design/methodology/approachData from a sample of 347 European firms listed on Stoxx Europe 600 index from 2005 to 2018 are used to test the moderation model using moderation regression analysis.FindingsEvidence reveals that CEO overconfidence is negatively associated with forecast accuracy. Further, CEO's accounting-based attributes significantly moderates the impact of CEO overconfidence on forecast quality.Originality/valueThis study is unique in providing European evidence for the moderating effect of CEO's accounting-based attributes on the relationship between CEO overconfidence and forecast quality. This paper is also relevant as it addresses the interaction between two sciences (psychology) to explain the forecast accuracy (accounting).","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46029987","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 : 2022-04-22DOI: 10.1108/jmd-11-2021-0319
V. Kabalina, A. Osipova
PurposeThis article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.Design/methodology/approachEmpirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.FindingsThe study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.Practical implicationsThe results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.Originality/valueThe paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.
{"title":"Identifying and assessing talent potential for future needs of a company","authors":"V. Kabalina, A. Osipova","doi":"10.1108/jmd-11-2021-0319","DOIUrl":"https://doi.org/10.1108/jmd-11-2021-0319","url":null,"abstract":"PurposeThis article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.Design/methodology/approachEmpirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.FindingsThe study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.Practical implicationsThe results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.Originality/valueThe paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47106724","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 : 2022-04-19DOI: 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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：