Measuring up the boss: Towards a greater understanding of leadership behavior

Abstract

Purpose

How many times a month do people fill in a survey? Is it just once or twice, or once a week or even more? Many surveys tend to be quick because those administering them know that the quicker the survey the higher the number of returns they will receive. However, the trade of there is that they can only really survey one thing in such a quick time, just a few questions about a specific topic or product. In order for organizations to understand something in more depth, they have to send out a LOT of questionnaires that can take some time complete, knowing that only a small proportion of people will be bothered to fill in all the questions.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

How many times a month do people fill in a survey? Is it just once or twice, or once a week or even more? Many surveys tend to be quick because those administering them know that the quicker the survey the higher the number of returns they will receive. However, the trade of there is that they can only really survey one thing in such a quick time, just a few questions about a specific topic or product. In order for organizations to understand something in more depth, they have to send out a LOT of questionnaires that can take some time complete, knowing that only a small proportion of people will be bothered to fill in all the questions.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2021), "Measuring up the boss: Towards a greater understanding of leadership behavior", Development and Learning in Organizations, Vol. 35 No. 3, pp. 23-24. https://doi.org/10.1108/DLO-05-2020-0110