Journal of Management Development
ESCI-ISI SCOPUS (1982-2023)
0262-1711
1758-7492
Anh Quốc
Cơ quản chủ quản: Emerald Group Publishing Ltd.
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This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents' demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an “initiating Structure” leadership style had a negative effect on job satisfaction for the combined sample. Participants' level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment. National culture was found to moderate the effect of respondents' age on satisfaction, with the effect being more positive amongst Hong Kong managers.
Uses survey research to investigate two general questions concerning managerial competencies and performance appraisal: whether a set of managerial competencies currently being used by organizations to describe successful managers can be identified; and whether organizations are appraising these same competencies as part of their managerial performance appraisal processes. The six competencies most often identified as critical to managerial success appear to be proper choices, given the discussion of the attributes needed for a competency to be effective. The results also show, however, that many of these same organizations are not appraising these competencies in their managerial‐performance appraisal processes. Concludes that failure to appraise the competencies reduces the effectiveness of the competencies and the managerial performance appraisal programs.
Cross‐functional teams (CFTs) have increased in use within a variety of organizations. While these teams claim to enhance organizational effectiveness, research has seen mixed results. This paper examines the challenges faced by CFTs and why these challenges facilitate the need for the development of a team climate for trust. Trust is discussed as a team‐level construct, an aspect of the “micro‐climate” that occurs within a team. Leadership actions particularly important to cross‐functional teams and the development of trust are offered as influential in creating a team climate for trust in cross‐functional teams.
The purpose of the present study was to describe the high potential identification practices of Canadian organizations and to assess elements of these practices as they relate to managers' perceptions of organizational justice.
The study reviewed the literature on high potential identification practices and organizational justice to develop a survey for managers attending a leadership conference. Distributive and procedural justice was regressed against the elements of these programs (e.g. the extent of manager input into the program, the openness of communications) to determine the impact of program elements on justice outcomes.
The paper reveals that approximately one‐third (38 percent) of companies reported having a high potential identification program. High potential was most often defined in specific organizational terms based on competencies. Typically, information used to identify these individuals was based on: personal experience with the person, performance appraisals and past performance or results. Hierarchical linear modeling analyses (
This study is the first to empirically investigate the impact of high potential identification practices on managers' perceptions of organizational justice in North America. Manager's justice perceptions reflect an important criterion to evaluate high potential identification programs. The current study found that manager's perceptions of procedural justice were higher when they had more input into the development of the program, when the communication strategy was more open, and the program was evaluated. Despite these important elements, many organizations do not incorporate them into their programs, which have implications for their success.
The growth and usage of business games in management training programmes and university business courses are examined. It is concluded that usage is quite high in both, and those unfamiliar with this instructional method are encouraged to find out what simulation gaming is about.
The author′s three‐part model for the design of effective
management development programmes is updated and used to introduce the
other contributions appearing in this special issue of the
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The paper focuses on the strategic aspects that can be found in the
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The paper explores aspects of the philosophy of the
With continued emphasis on productivity management and improvement, the Hershey Chocolate Company has grown into a major organisation comprising of seven major production facilities located in the US. In addition, the variety of programmes and systems implemented have involved employees in the development of more effective processes and operations, resulting in a highly efficient workforce.
The responsible leadership movement may be seen as part of the wider sustainability revolution. Sustainability was defined by the World Commission on Environment and Development as “economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. Since then, guiding principles have been formulated and a growing number of business leaders have issued a call to action. Still one expert, Orr, recently concluded that “virtually no indicator of planetary health is moving in a positive direction, and we should ask why.” The purpose of this paper, heeding the admonition to “ask why”, is to examine what it means to be responsible as a leader at this time, in this context.
A consensus view of the context and the accountabilities it implies is gleaned from an analysis of sustainability principles. A psychological approach to conceptualizing leader responsibility as a variable in personal development is elaborated under the normative construct of generativity. A new model for coaching developing leaders and promoting leader responsibility is proposed. It is based on recent advances in psychoanalytic psychology, and aspects of its theory base and method are illustrated in a case example.
Development of responsibility is found to hinge on personal value commitments that can best be awakened and cultivated through professionally‐relevant personal development in conjunction with experiential development strategies such as stretch assignments and action learning.
The approach offers a practical, developmental pathway for promoting leader responsibility.