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Article
Publication date: 7 June 2013

King Yii Tang, Guangrong Dai and Kenneth P. De Meuse

This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact…

4162

Abstract

Purpose

This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of self‐other agreement.

Design/methodology/approach

The data were from an archive of 360° feedback (N=523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self‐other agreement.

Findings

As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher‐level managers were rated higher on derailment factors than lower‐level managers. In‐agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in‐agreement low ratings (i.e. rated low by both self and others). Self under‐ratings of derailment factors (i.e. self ratings lower than others’ ratings) were related to lower effectiveness than self over‐ratings (i.e. self ratings higher than others’ ratings). It also was found that self ratings were less accurate than ratings from other rater sources.

Research limitations/implications

Leadership derailment induces significant direct as well as indirect costs to organizations. The 360° feedback process can be used to help managers enhance their self‐awareness of derailment potential. Findings of this study can be used to help interpret 360° assessment results.

Originality/value

Past research on 360° feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 360° feedback.

Details

Leadership & Organization Development Journal, vol. 34 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 13 February 2020

Sophy Evelyn Van der Berg-Cloete, Steve Olorunju, John George White and Eric Buch

The purpose of this paper is to evaluate the effect of the Albertina Sisulu Executive Leadership Programme in Health (ASELPH) in improving the competencies and performance of…

Abstract

Purpose

The purpose of this paper is to evaluate the effect of the Albertina Sisulu Executive Leadership Programme in Health (ASELPH) in improving the competencies and performance of public healthcare managers in South Africa (SA).

Design/methodology/approach

This study used a quasi-experimental study design, with pre-post assessments to assess the performance and competencies of students participating in a public health leadership programme. Students were assessed using a 360° assessment of 14 competencies and 56 performance indicators.

Findings

Students improved significantly in 11 competencies and 44 performance indicators; they perceived improvements in their own performance. The assessors observed the same improvements, which confirmed performance change at the students’ workplaces. The study showed the positive effect of the ASELPH Fellowship in improving the competencies and performance of public healthcare managers in SA.

Originality/value

The ASELPH Fellowship enhanced the leadership competencies and the performance of South African public healthcare managers. South African public healthcare managers face significant challenges and concerns have been raised regarding the competencies of healthcare managers to deal with these challenges. This study shows that leadership programmes can improve competencies and performance of managers to have an impact on the South African healthcare system

Details

Leadership in Health Services, vol. 33 no. 2
Type: Research Article
ISSN: 1751-1879

Keywords

Article
Publication date: 1 July 1996

Ed Kur and Richard Bunning

Describes a three‐track process for executive leadership development (TTL) intended to develop a cadre of strategic business leaders for the next decade. TTL consists of three…

2554

Abstract

Describes a three‐track process for executive leadership development (TTL) intended to develop a cadre of strategic business leaders for the next decade. TTL consists of three simultaneous tracks of activity requiring as much as 18 months, during which participants also perform their regular jobs. It has three objectives, corresponding to the tracks of activity: the business track ‐ solves real‐life business problems thereby supporting the business while providing each individual participant with increased expertise in an area previously unknown to him or her; the leadership track ‐ enables participants to lead individuals, groups and organizations more effectively; and the personal track ‐ helps participants appreciate and more effectively utilize their innate personal skills, values, predispositions and traits. Examines results to date and shows that this leadership development process has already provided substantial returns to many individuals and organizations.

Details

Leadership & Organization Development Journal, vol. 17 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 29 November 2014

Leslie Hazle Bussey and Jennie Welch

A vast array of leadership dispositions associated with school and student success is well-documented in extant leadership development literature. However, persistent challenges…

Abstract

A vast array of leadership dispositions associated with school and student success is well-documented in extant leadership development literature. However, persistent challenges face practitioners as they attempt to measure leader dispositions and apply what is known about dispositions to hiring, selection, development, and retention of school leaders. We begin this chapter with an exploration of the essential leader dispositions which surfaced through an exhaustive cross-disciplinary review of literature, in concert with a review of disposition tools and frameworks in use in a variety of practical settings. Next, we illuminate significant challenges associated with reliably measuring school leader dispositions and explore promising emergent innovative strategies for assessing disposition development. Though difficult to measure, we argue that dispositions are too important to ignore and conclude with practical recommendations for using research on leader dispositions to cultivate outstanding school leaders.

Details

Pathways to Excellence: Developing and Cultivating Leaders for the Classroom and Beyond
Type: Book
ISBN: 978-1-78441-116-9

Article
Publication date: 3 February 2012

Segundo Vito Aliaga Araujo and Scott N. Taylor

The purpose of this paper is to determine the influence of emotional and social competence (ESC) on job performance by considering self‐ratings and the ratings of others…

1760

Abstract

Purpose

The purpose of this paper is to determine the influence of emotional and social competence (ESC) on job performance by considering self‐ratings and the ratings of others (supervisor, peer and subordinate) using a multisource feedback assessment of ESC.

Design/methodology/approach

The authors utilized the 2004‐2006 performance evaluations of 36 staff members of the Ilo Copper Refinery, owned by the Southern Peru Corporation. To assess ESC, the Emotional Competence Inventory (ECI 2.0) was administered to the Ilo staff.

Findings

The study reinforces the importance of ESC to workplace performance and provides evidence of ESC's positive influence. The results reveal that 70 percent of the variance of working performance is explained linearly by the total average of ESC, with four significant competencies – self‐confidence, achievement orientation, optimism, and teamwork & collaboration – accounting for 63 percent of the variance.

Research limitations/implications

As an initial study in Peru, the authors had a small sample size. There is limited independence in the performance evaluations because the evaluators of performance were repeated in several cases. Job performance ratings were based on the following computerized objective assessment: use of abilities, work organization planning, interpersonal relations, results, initiative, aptitude to the work, and creativity.

Originality/value

The paper is aimed at improving understanding of the links between ESC and performance. It is the first study the authors are aware of to examine these relationships in a Peruvian organization. The approach used in this study contributes to and provides evidence of the importance of emotional competence in the workplace.

Details

Cross Cultural Management: An International Journal, vol. 19 no. 1
Type: Research Article
ISSN: 1352-7606

Keywords

Book part
Publication date: 18 January 2022

Brian McBreen, John Silson and Denise Bedford

This chapter focuses on the types of roles, responsibilities, and competencies essential to organizational intelligence. The authors draw upon earlier series authors’ important…

Abstract

Chapter Summary

This chapter focuses on the types of roles, responsibilities, and competencies essential to organizational intelligence. The authors draw upon earlier series authors’ important work (Drucker, 2012; Garcia-Perez et al., 2019; Lafayette, Curtis, Bedford, & Iyer, 2019; Reinhardt, Schmidt, Sloep, & Drachsler, 2011) to define competencies. The authors define four categories of intelligence competencies, including those suited to strategic roles, those that support specialized intelligence work, those that support embedded intelligence roles, and universal competencies that apply to everyone.

Details

Organizational Intelligence and Knowledge Analytics
Type: Book
ISBN: 978-1-80262-177-8

Article
Publication date: 1 February 2001

Alma M. McCarthy and Thomas N. Garavan

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360°

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Abstract

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360° feedback, investigates the factors which have influenced its emergence and contrasts it with more traditional performance management processes used by organisations. It specifically identifies the benefits and problems associated with 360° feedback in the context of management of performance and employee career development. The monograph considers the issues surrounding different sources of feedback, i.e. peer, subordinate and self. The monograph concludes with a discussion of the issues pertaining to the use of multi‐rater feedback as a tool for performance improvement and career development.

Details

Journal of European Industrial Training, vol. 25 no. 1
Type: Research Article
ISSN: 0309-0590

Keywords

Book part
Publication date: 24 January 2011

Mansour Javidan and Mary B. Teagarden

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three…

Abstract

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three components: (a) intellectual capital, (b) social capital, and (c) psychological capital. Each component had good internal reliability. Each component showed evidence for discriminant and convergent validity. The instrument development followed a multiphase, multimethod research methodology, and has robust psychometric properties as evidenced by its strong reliability scores and its multidimensional validity properties.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-85724-468-0

Article
Publication date: 1 December 2005

Arthur Morgan, Kath Cannan and Joanne Cullinane

The underpinning assumption in the adoption of 360° feedback is that it heightens an individual's self‐awareness by highlighting differences between how participants see…

13649

Abstract

Purpose

The underpinning assumption in the adoption of 360° feedback is that it heightens an individual's self‐awareness by highlighting differences between how participants see themselves and how others see them. This statement implies that awareness motivates development and improves performance. This paper critically examines the introduction of 360° feedback in the civil service, drawing on the experiences of the Patent Office and taking account of the wider context of civil service modernisation.

Design/methodology/approach

The case study gathered data through a series of interviews and questionnaires. It sought the perceptions and experiences of management and participants in relation to the implementation process and the outcomes of the scheme.

Findings

At an organisational level the use of 360° feedback, as a performance management tool, failed to develop the self‐awareness anticipated. Neither was it found to be aligned with other development plans or the organisation's core competencies. At an individual level some participants believed that they achieved little from the process overall and this may be related to an expectation that the organisation's HRM system would be more proactive in planning development action on their behalf.

Practical implications

This research reflects the situation in one organisation. It is argued that the findings will have relevance for the wider civil service as the agenda for organisational efficiency, target setting, and performance improvement gathers momentum.

Originality/value

This paper takes a critical perspective on whether HR developments such as 360° feedback have a deep‐seated strategic rationale. It also explores the relationship between 360° feedback and the new public management.

Details

Personnel Review, vol. 34 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 23 September 2009

Melvin L. Smith, Ellen B. Van Oosten and Richard E. Boyatzis

In this chapter, we offer a definition of a particular type of coaching, one focused on achieving sustained, desired change in the individual being coached. We also discuss a…

Abstract

In this chapter, we offer a definition of a particular type of coaching, one focused on achieving sustained, desired change in the individual being coached. We also discuss a theory of intentional change, which we suggest explains why coaching in this manner indeed leads to sustained, desired change in individuals. We explore the coaching relationship in terms of the quality of the relationship and the competencies required by those who create that relationship. We also suggest that coaching has two faces: coaching with compassion and coaching for compliance. The latter often takes the form of trying to help someone in need. In these situations, the desire to help overcomes the knowledge that arousing motivation to change is more important than a short-term fix. We further offer that potential benefits exist in terms of the compassion one experiences from coaching others and we address the risk of not doing so. We provide a guide for the coaching process. And finally, we conclude with a discussion of the implications for future research on coaching and leadership development.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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