Search results
1 – 10 of over 213000This paper aims to explore how HR leaders can help their managers ditch the traditional command-and-control leadership style and instead adopt an enquiry-led management approach …
Abstract
Purpose
This paper aims to explore how HR leaders can help their managers ditch the traditional command-and-control leadership style and instead adopt an enquiry-led management approach – Operational Coaching®. This approach helps managers to develop coaching-related behaviours in their day-to-day interactions with teams, to cultivate a culture that is more collaborative, inclusive and innovative with measurable improvements in engagement, productivity and performance.
Design/methodology/approach
Responding to the UK’s woeful productivity and employee engagement levels, the Government sponsored a large-scale academic research study (designed, conducted and independently evaluated by the London School of Economics, LSE) to assess the impact of managers learning to use an Operational Coaching® style of management. Managers in 62 organisations across 14 sectors worked through a learning programme designed to build managers’ confidence in using intentional enquiry as a part of their everyday management style.
Findings
LSE proved, statistically significantly, that managers increased the amount of time they spent coaching their team members by an average of 70% and generated a 74 times return on investment. LSE also noted that intervention group organisations indicated a positive sixfold improvement in employee retention than in control group organisations.
Originality/value
When managers learn to use an Operational Coaching® style of management in their day-to-day work with others, it allows them to learn how to challenge, support and grow the capabilities of their team members in ways that measurably benefit the individual and the organisation. Colleagues are more engaged, recognised and rewarded. As their competency and confidence grows, managers are released from aspects of their to-do lists and are able to invest even more attention towards coaching their team members.
Details
Keywords
Alessandro Sancino, Marco Meneguzzo and Daniela Cristofoli
This paper aims to explore the behaviour of city managers in the ongoing context of city leadership in Italy where there are high levels of political, economic and social…
Abstract
Purpose
This paper aims to explore the behaviour of city managers in the ongoing context of city leadership in Italy where there are high levels of political, economic and social turbulence.
Design/methodology/approach
A survey was administered to 140 Italian city managers, with a response rate of 56%. The main research questions were the following: Who are the Italian city managers? How do they spend their time? Are their actions influenced by political, administrative, management and/or governance-related pressures?
Findings
The results depicted Italian city managers as caged leaders. They feel like they are capable of soaring to great heights outside the boundaries of their organisations, but they are constrained by their day-to-day organisational activities.
Originality/value
This paper offers new empirical insights into the different leadership activities carried out by Italian city managers discussing the differences between the time devoted to some activities and the perception of their leadership style.
Details
Keywords
Laura Francis-Gladney, Harold T. Little, Nace R. Magner and Robert B. Welker
Large organizations typically mandate that managers attend budget meetings and exchange budget reports with their immediate supervisor and budget staff. We explored whether such…
Abstract
Large organizations typically mandate that managers attend budget meetings and exchange budget reports with their immediate supervisor and budget staff. We explored whether such organization-mandated budgetary involvement is related to managers’ budgetary communication with their supervisor in terms of budgetary participation, budgetary explanation, and budgetary feedback. Questionnaire data from 148 managers employed by 94 different companies were analyzed with regression. Mandatory budget meetings with supervisor had a positive relationship with all three forms of budgetary communication with supervisor, and mandatory budget reports from supervisor had a positive relationship with budgetary explanation from supervisor. Mandatory budget meetings with budget staff had a positive relationship with both budgetary participation with supervisor and budgetary feedback from supervisor. Mandatory budget reports from budget staff had a negative relationship with all three forms of budgetary communication with supervisor. The results failed to support proposed relationships between mandatory budget reports to supervisor and budgetary participation with supervisor, and between mandatory budget reports from supervisor and budgetary explanation from supervisor. Implications of the results for future research and budgetary system design are discussed.
R.G. Priyaadarshini and Lalatendu Kesari Jena
The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that…
Abstract
Purpose
The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.
Design/methodology/approach
The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.
Findings
The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.
Practical implications
This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.
Originality/value
This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.
Details
Keywords
Yanliang Niu, Chang Dai, Renjie Zhang and Hongjiang Yao
This study is devoted to examining the peer effects of engineering enterprises’ internationalization from the viewpoint of industry subdivision and how information and competition…
Abstract
Purpose
This study is devoted to examining the peer effects of engineering enterprises’ internationalization from the viewpoint of industry subdivision and how information and competition alter peer effects. Furthermore, the heterogeneity of peer effects is analyzed based on manager characteristics.
Design/methodology/approach
In this study, multiple regression analysis was conducted on a sample of 38 Chinese engineering enterprises listed in the Engineering News-Record’s top 250 international contractors over the period of 2013–2021. This study collected the paired data from the enterprise annual reports and the China Stock Market & Accounting Research database.
Findings
The results reveal that (1) there exist peer effects within the subdivided industry of the engineering field; the quality of information disclosure of peer enterprises and degree of market competition moderate the peer effects; (2) the peer effects of internationalization are more pronounced in engineering enterprises with managers who have lower ability, hold greater power or are older.
Practical implications
The findings of this study contribute to understanding the peer effect in the process of internationalization of engineering enterprises, and help enterprises to effectively supervise the irrational behavior of top managers, so as to develop better internationalization strategies.
Originality/value
The results extend peer effects to the subdivision industry of the engineering field. Furthermore, this study also enriches the relevant research on peer effects among enterprises by empirically supporting the moderating role of information and competition as well as analyzing the heterogeneity of the peer effects from the perspective of manager characteristics.
Details
Keywords
McKinsey partners, Bill Schaninger, Bryan Hancock and Emily Field are championing the premise that the need for a fundamental rethink of the role of middle management in today’s…
Abstract
Purpose
McKinsey partners, Bill Schaninger, Bryan Hancock and Emily Field are championing the premise that the need for a fundamental rethink of the role of middle management in today’s organizations is now more urgent than ever.
Design/methodology/approach
So what should the new blueprint be for middle management as the crucial link between the executive level and the front line S&L interviewer Prof Brian Leavy asks the authors of Power to the Middle: Why Managers Hold the Keys to the Future of Work.
Findings
Companies with top quartile management practices can have more than three times the return to shareholders than other companies.
Practical implications
Because of middle managers’ proximity to the front line, they have a helpful, realistic perspective on how new tools like generative AI should be adopted throughout the organization.
Originality/value
The authors found that middle managers deliver the most value to the organization when they can serve as coaches, connectors, talent managers and strategists. For senior leaders to truly put middle managers at the forefront, they must give managers space to grow and the license to manage in a way that works for them and their team.
Details
Keywords
Fidèle Shukuru Balume, Jean-François Gajewski and Marco Heimann
This study aims to analyze the effect of cognitive load and social value orientation on managers’ preferences when they face with two types of restructuring choices in financially…
Abstract
Purpose
This study aims to analyze the effect of cognitive load and social value orientation on managers’ preferences when they face with two types of restructuring choices in financially distressed firms: the first belonging to the family of organizational restructuring (massive layoffs) and the second to the family of financial restructuring (debt increases).
Design/methodology/approach
The authors investigate experimentally the impact of managers’ cognitive load and social value orientation on the decision to restructure leveraged buyout (LBO) firms in financial distress by using either massive layoffs or debt increases.
Findings
By investigating the impact of managers’ cognitive load and social value orientation on the restructuring decision of an LBO firm in financial distress, the research reveals that, on average, cognitively loaded managers prefer massive layoffs over increased debt levels. The massive layoffs seemingly provide a relatively easier way to avoid conflict with influential, residual claimants. In contrast, social value–oriented managers actively avoid massive layoffs and prefer to increase debt.
Research limitations/implications
These results imply that the performance mechanisms emphasized to improve agency relations, for example, in LBOs, have their own limitations during periods of financial distress. This study shows that one of these limits is related to cognitive distortions and personality traits.
Originality/value
In this research, the originality lies in understanding how managers’ internal factors affect their restructuring decision-making, in the case of LBO firms in financial distress.
Details
Keywords
This study examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.
Abstract
Purpose
This study examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.
Design/methodology/approach
On the basis of self-regulation theory, 513 unit day samples were analyzed using cross-level path analysis and a Monte Carlo simulation test.
Findings
Managers' sleep quality is positively related to authoritarian leadership and positive emotions play a mediating role. Authoritarian leadership is positively related to employees' counterproductive behavior. Managers' sleep quality affects employees' counterproductive behavior through managers' positive emotions and authoritarian leadership.
Practical implications
Individuals should learn to reduce stress and maintain a positive mood. Organizations should reduce employees' overtime work and work stress and find other ways to improve employees' sleep quality.
Originality/value
First, we considered authoritarian leadership to be dynamic and studied it on a daily basis. Second, we studied the antecedents of authoritarian leadership from the perspective of leaders' states (sleep quality and emotions). Third, we discussed the effect of managers' sleep quality on employee behavior.
Details
Keywords
Jianhui Jian, Haiyan Tian, Dan Hu and Zimeng Tang
With the growing concern of various sectors of society regarding environmental issues and the promotion of sustainable development, green technology innovation is generally…
Abstract
Purpose
With the growing concern of various sectors of society regarding environmental issues and the promotion of sustainable development, green technology innovation is generally considered to be conducive to the long-term development of enterprises. However, because of the existence of agency problems, managers may have shortsighted behaviors. Then how will managers' shortsighted behaviors affect enterprises' green technology innovation?
Design/methodology/approach
This paper uses machine learning-based text analysis methods to construct a manager myopia index based on the data from A-share listed companies on the Shanghai and Shenzhen Stock Exchanges from 2015 to 2020. We examine the impact of manager myopia on green technology innovation in companies.
Findings
Our study finds that manager myopia significantly inhibits green technology innovation in companies. However, when multiple large shareholders coexist and the proportion of institutional investors' holdings is high, it can alleviate the inhibitory effect of manager myopia on green innovation. Heterogeneity tests show that the impact of manager myopia on green technology innovation is relatively significant in non-state-owned and manufacturing companies, as well as in the electricity industry. Robustness tests demonstrate that our conclusions remain valid after using propensity score matching to eliminate endogeneity problems.
Originality/value
From the perspective of corporate governance, this paper incorporates managers' shortsightedness, multiple large shareholders and institutional investors' shareholding ratios into the same logical framework, analyzes their internal mechanisms, helps improve corporate governance, enhances green innovation capabilities and has strong implications for the implementation of national innovation-driven development strategies and the achievement of “carbon peak” and “carbon neutrality” targets.
Details
Keywords
Esra Keskin, Eunhwa Yang, Harun Tanrıvermiş and Monsurat Ayojimi Salami
The facility management (FM) sector, which is developing rapidly, is making slower progress in Turkey compared to Europe and the USA. This paper aims to research the underlying…
Abstract
Purpose
The facility management (FM) sector, which is developing rapidly, is making slower progress in Turkey compared to Europe and the USA. This paper aims to research the underlying issues leading to FM practices and offer insights into the implications of FM-related policies, especially for large urban transformation projects.
Design/methodology/approach
The study used a mixed-methods research design and collected qualitative data through semi-structured interviews with building/site managers and quantitative data through structured surveys with residents. Forty-nine building/site managers and 660 residents participated in the interview and survey from Turkey’s North Ankara and Dikmen Valley urban transformation projects.
Findings
The FM by residents, performed by the managers selected among homeowners, was preferred to the professional FM in Turkey. Education level, age, homeownership and duration of living in the region were associated with selecting FM practices. Cost also had an important place among the selection criteria, and the standard view from the residents was that professional FM would cause a cost increase. However, interviews with building/site managers in North Ankara and Dikmen Valley Urban Transformation areas revealed that a significant part of the problem resulted from insufficient knowledge and experience in FM.
Research limitations/implications
Within the scope of the research, two urban transformation projects in Ankara Province were selected, and the survey was limited to the North Ankara Entrance Urban Transformation Project and Dikmen Valley Urban Transformation Project areas. Although there is a need to improve the understanding of FM in all facilities, built environments and collective buildings, collective buildings in urban transformation areas due to several constraints, those other identified areas are postponed for future study. In addition, collective buildings located in transformation areas differ from others in discussing the social dimension and the impact of management.
Social implications
Within the scope of the research, two urban transformation projects in Ankara Province were selected, and the survey was limited to the North Ankara Entrance Urban Transformation Project and Dikmen Valley Urban Transformation Project areas. Although there is a need to improve the understanding of FM in all facilities, due to several constraints built environments and collective buildings in urban transformation areas, are postponed for future study. In addition, collective buildings located in transformation areas differ from others in discussing the social dimension and the impact of management.
Originality/value
This study evaluates two different FM approaches: FM by residents and professional FM, implemented in Turkey and identifies the criteria for choosing the FM practice. In addition, both building/site managers and residents evaluate different perspectives on FM. This study is unique because it compares different FM practices in Turkey and the criteria for residents to prefer different FM practices.
Details