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1 – 10 of over 12000Bosses, who have far more power and influence over their staff than they realize, often fall far short of what is needed or desired. Motivations to become bosses are not always…
Abstract
Bosses, who have far more power and influence over their staff than they realize, often fall far short of what is needed or desired. Motivations to become bosses are not always good, and appointing committees are sometimes at fault. Bosses tend to be insecure, isolated and insulated from the views of their staff, and can dominate without realizing it. Types of boss can be represented by caricatures, which are often illuminating. Staff readily identify the qualities that are ideally needed, but understand that they are not often attainable. There are few easy solutions to an inadequate boss, except to remove him or her earlier; but, with an acceptance of their non‐perfection and a real desire to listen and learn, bosses can gradually change. There are signs that the situation is gradually improving.
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Many of the situational factors affecting career motivation are under the boss's control. The perception of several bosses of their role in management development in two companies…
Abstract
Many of the situational factors affecting career motivation are under the boss's control. The perception of several bosses of their role in management development in two companies is examined. The cases are derived from interviews with bosses of young first‐line managers. Interviews were also conducted with one subordinate of each boss. Company A did not have a management development programme, company B did. The boss's role in a subordinate's management development should be viewed in relation to the career development policies and programmes of the organisation. He or she can have a positive effect on career motivation even in an environment which is not conducive to career development. Boss training should focus on how to enhance subordinates' career motivation by encouraging individual contribution and personal growth. Bosses should be evaluated on the attention they give to subordinate career development.
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J. Kenneth Matejka, Diane Dodd‐McCue and D. Neil Ashworth
Some bosses are difficult — dufficult as people, difficult with subordinates, difficult in terms of the particular organisation. Suggestions to help deal with this situation are…
Abstract
Some bosses are difficult — dufficult as people, difficult with subordinates, difficult in terms of the particular organisation. Suggestions to help deal with this situation are offered.
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The current study explored the dynamics of sexuality that are embodied in secretaries’ work experiences. The study found that sexuality infused the process for recruitment…
Abstract
The current study explored the dynamics of sexuality that are embodied in secretaries’ work experiences. The study found that sexuality infused the process for recruitment, selection, and personnel development in organisations, but it made a distinction between junior and senior secretaries. The study also revealed that the boss‐secretary relation was linked to Chinese cultural values and traditions, especially those associated with filial piety and respect for authority. The boss‐secretary relation remained personal, but the Confucian ethic governed and guided the behaviour within the relationships. Secretaries accepted the “patriarchal right” and were deferential and compliant to meet men’s professional and personal demands. In respect to the boss‐secretary relation, the male boss might be a soft father, a demanding master, or a peer‐like friend with some overlapping qualities. Father‐daughter discourse was the most visible aspect of structural domination. Limitations and implications for future study are discussed.
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Jay T. Knippen and Thad B. Green
Discusses the importance of feedback to employees and how they can instigate the process. Provides details of a procedure for obtaining feedback from a reluctant boss, and…
Abstract
Discusses the importance of feedback to employees and how they can instigate the process. Provides details of a procedure for obtaining feedback from a reluctant boss, and supplies examples of dialogue to initiate conversations.
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Thad B. Green and Jay T. Knippen
This prescriptive piece looks at loyalty as an important part of arelationship with an organisational superior. It presents six“steps” in demonstrating loyalty: preparing to…
Abstract
This prescriptive piece looks at loyalty as an important part of a relationship with an organisational superior. It presents six “steps” in demonstrating loyalty: preparing to recognise loyalty situations; identifying loyalty situations; deciding whether to demonstrate loyalty; preparing to show loyalty; showing loyalty and accepting thanks. Presents a scenario which “talks through” these six steps.
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Muhammad Nawaz Khan, Khurram Shahzad and Jos Bartels
In this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing…
Abstract
Purpose
In this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing behavior — through the mediating role of self-esteem threat was investigated using affective events theory. The moderating role of rejection sensitivity was also examined.
Design/methodology/approach
Data were collected in three time lags from head nurses (N = 178) working in public and private hospitals. The hypothesized relationships were tested using variance-based structural equation modeling with partial least squares.
Findings
Boss phubbing negatively affected employees' sense of work meaningfulness and had a positive direct and indirect relationship with employee phubbing behavior through self-esteem threat. The hypothesized moderating role of rejection sensitivity was not supported.
Practical implications
The authors recommend that organizations develop policies addressing boss phubbing in the workplace, particularly in contexts in which a high leader–member exchange is desired for organizational effectiveness, such as health-related services. Superiors, such as doctors, should review their mobile phone usage during interactions with subordinates because it is detrimental to employee outcomes.
Originality/value
This study is a nascent attempt to test the hypothesized relationships on the emerging phenomenon of phubbing at work in the human–computer interaction domain in Pakistan, a developing country, particularly in hospital settings where a high leader–member exchange is pivotal.
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Jay T. Knippen and Jay Thad B. Green
Argues that very few people know how to show loyalty to their boss in the workplace, yet loyalty is often valued more highly than performance. Sets out basic steps on how to show…
Abstract
Argues that very few people know how to show loyalty to their boss in the workplace, yet loyalty is often valued more highly than performance. Sets out basic steps on how to show loyalty and uses brief conversations as an example.
Changing organisations is not only challenging but all too often atime when the newly hired manager has a high propensity to fail. Onecritical dimension of success in a new job…
Abstract
Changing organisations is not only challenging but all too often a time when the newly hired manager has a high propensity to fail. One critical dimension of success in a new job ‐the relationship with the boss – is explored, outlining five critical aspects of building this relationship.
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Thad B. Green and Jay T. Knippen
The ways of coping with a boss in the everyday work situation arediscussed. Selecting a strategy to enable problems to be tackledeffectively – i.e. quit and run or change jobs…
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The ways of coping with a boss in the everyday work situation are discussed. Selecting a strategy to enable problems to be tackled effectively – i.e. quit and run or change jobs within the organisation, are evaluated, in the face of a boss who criticises, or who never offers encouragement.
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