Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network

We developed and tested a model linking developmental experiences to leadership effectiveness and promotability through 2 mediating processes based on social cognitive and social capital theories. We hypothesized that a manager's exposure to 3 types of developmental experiences (formal development programs, developmental job challenges, and developmental supervision) would positively relate to supervisor's assessment of the manager's leadership effectiveness in the current job role and promotability within the organization through the manager's leadership self‐efficacy and size and quality of the manager's mentor network. Results based on a sample of 235 retail managers showed that leadership self‐efficacy and mentor network fully mediated the relationship between job challenges and promotability, whereas leadership self‐efficacy also fully mediated the relationship between job challenges and leadership effectiveness. Developmental supervision was indirectly related to promotability through mentor network. In addition, a 3‐way interaction analysis revealed that participation in formal development activities had a positive indirect relationship with leadership effectiveness and promotability mediated by leadership self‐efficacy when a manager experienced either lower levels of job challenge and developmental supervision, or higher levels of both. Our findings contribute to leadership knowledge by examining how both formal and informal developmental experiences relate to leadership effectiveness and promotability through social processes.     

The best teacher: Mediating effects of experience with employed women on men managers' responses to subordinates' mistakes

What role does experience with working women play in determining men managers' views of women managers? To investigate this question, we analyzed responses of a small sample of experienced men managers with varying degrees of experience with working women. Of primary concern were men managers' attribution of causes for a woman manager's poor performance and their choice of response to such poor performance. The data confirmed that experience with women managers as colleagues and with employed wives affects the stability of men managers' causal attributions as well as the severity of their responses to a woman manager's poor performance. The implications of these findings are discussed.     

Do Subordinates Formulate an Impression of their Manager's Implicit Person Theory?

Implicit person theory (IPT) is characterised by the belief that specific attributes of people are generally either more static (i.e. entity beliefs) or more malleable (i.e. incremental beliefs). Within the organisational sciences literature, past IPT research has focused on the impact of managers' IPT beliefs on their own behaviours. The current research advances the extant literature by presenting two empirical studies that assess whether subordinates formulate an impression of their manager's IPT. The results are consistent with subordinates forming such an impression, as subordinates working under the same manager generally agreed on their manager's IPT. Moreover, our results support the convergent validity (e.g. with job satisfaction, turnover intention) and the discriminant validity (e.g. with transformational leadership, subordinates' own IPT perception) of the subordinates' impressions of their manager's IPT. The theoretical and practical implications of the current research, and future directions regarding cross‐cultural differences related to IPT impression, are discussed.     

The Effect of Vertical Exchange Relationships on the Performance Attributions and Subsequent Actions of Sales Managers

This study examines the type of relationship that exists between the sales manager and subordinate (vertical exchange status), and its impact on the sales manager's attributions about the subordinate performance, as well as subsequent responses to the subordinate. Results indicate that cadres may receive preferential consideration in explaining their performance, which then impacts the sales manager's response to the salesperson. The findings imply that sales managers should be careful in assigning attributions for performance by both cadre and hired hand salespersons.     

Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback‐seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback‐seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance‐enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression‐management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.     

Driving and sustaining culture change in professional sport performance teams: A grounded theory

ObjectivesAs part of the recent upsurge of work on management and organizational factors in elite sports teams, researchers have focused on the team management-led creation and regulation of high performing cultures. The purpose of this study was to therefore add to a recently developed model of culture change best practice in Olympic sports teams, as led and perceived by incoming performance directors, and conceptualize culture change best practice in professional sports teams, as led and perceived by incoming team managers.Design and methodA pragmatic research philosophy and corresponding grounded theory methodology were used to generate a practically-meaningful model of this culture change process from the perspective of UK-based professional team managers.ResultsPerceived best practice in team manager-led culture change was found to involve a finite phase of initial evaluation, planning, and impact adjoined to the enduring management of a holistic, integrated, and dynamic social system. With the former process acting as the catalyst for successful change, this model revealed that optimal change was felt to primarily rely on the constant acquisition, negotiation, and alignment of internal and external stakeholder perceptions.ConclusionsBased on the model's principles, the optimization of professional team culture is defined by a manager's initial actions and never definitively achieved but rather constantly constructed and re-constructed in complex social and power dynamics. Beyond providing a conceptual backdrop for continued research in this area, the model is also a tool on which the practice of professional team managers and their supporting sport psychologists can be based.     

THE EFFECTS OF A CLASSROOM MANAGER ROLE ON THE SOCIAL INTERACTION PATTERNS AND SOCIAL STATUS OF WITHDRAWN KINDERGARTEN STUDENTS

We examined the effects of assigning a classroom manager's role on the frequency of social interactions and the sociometric standing of three withdrawn kindergarten students. Results showed that when the three socially withdrawn students were placed in the manager's role they substantially increased the frequency of their positive social initiations during free-play time, were the recipients of many more positive and significantly fewer negative social bids from their peers, were rated more favorably by their classmates on a sociometric rating scale, and were selected more frequently as best friends by their peers. In addition, follow-up data suggested partial maintenance of treatment effects when students no longer occupied manager positions.     

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle‐down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct‐report, and self‐ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.     

The role of negative publicity in consumer evaluations of sports stars and their sponsors

This paper aims to specify and test empirically the impact that two types of negative information (immorality and incompetence) about a sports star have on consumers' perceptions of the sports star and the sponsor. The moderating role of game relevance (game‐related and non‐game‐related) and fan identification with a sports star (high identification and low identification) are also investigated. Using a sample of South Korean consumers (n = 249), we found in the experiment that the type of negative information affects participants' attitudes toward the sports star and the sponsor. This result implies that a sports star's involvement in negative events not only damages the star's reputation but also detracts from the value of the sponsor company. The results also show that the two factors moderate the main effects of negative publicity on consumers' perception of the sports star and his or her sponsor. First, the negative publicity about the sports star's functional issues (e.g., a career‐threatening injury) negatively affects consumer attitude toward the sports star and the sponsor more in the out‐of‐game context than in the in‐game situation. Second, bad sports star publicity has a greater negative effect on consumer perception of sponsors for lowly identified than highly identified sports stars, while the moderating effect on consumer perception of the sports star is not significant. Detailed practical implications and academic contributions are discussed. Copyright © 2017 John Wiley & Sons, Ltd.     

Research Note: An Exploratory Analysis of Salesperson Perceptions of the Criteria Used in Performance Appraisals,Job Satisfaction,and Organizational Commitment

In some sales organizations the performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting performance appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of performance appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of the perceived inappropriateness of the evaluation criteria used. However, the findings also indicate that the perceptions of the inappropriateness of the evaluation criteria are not significantly related to the salesperson's level of organizational commitment. Based on these findings, recommendations are made regarding the salesperson's role in the development of the performance appraisal process.     

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.     

Risk and rationality: the influence of decision domain and perceived outcome control on managers' high‐risk decisions

The issue of when managers will undertake different forms and amounts of risk in their new business creation decisions is still not fully understood. To address one facet of this issue, this paper advances the proposition that decision domain and perceived outcome control interact to impact managers' new‐product introduction decisions. Employing a causal method, a nested experimental design and indicators of risk's probability of loss and magnitude of loss elements, the study's results demonstrate that the manager's level of perceived outcome control combines with decision domain to determine subsequent levels of risk taking that are specific to each element of risk. Implications for theory, including prospect theory, and practice, especially firms wanting to pursue today's high‐risk new‐economy based initiatives, are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Understanding injuries in sports: Self-reported injury and perceived risk of injury among adolescents

IntroductionAlthough exposure and perceived risk of injury in sports among adolescents is a well-known phenomenon today, their understanding remains poorly explored.ObjectiveThis study examines the relationships between demographics, sport motives, and sport-related characteristics in a sample of French adolescents involved in sports.MethodsThe sample included 394 adolescents involved in sports, between 13 and 19 years old. The adolescents filled out a questionnaire requesting information about their age, sex, sport motives, sport-related characteristics, the number of injuries, and perceived risk of injury in their preferred sport.ResultsThe findings showed that the number of injuries was related to age, sex, type of sport and the participant's motives. The will to play to the limit increased with the exposure to injury. Participation in risky sports and the will to play to the limit were predictors of the adolescents’ risk of exposure to sports injuries. Time devoted to sports appears to be a confounding factor. Moreover, boys exhibited higher number of injuries than girls, and they perceived their preferred sport as riskier.ConclusionExposure to the risk of injury in sports and the exacerbated perception of that risk may provide a means of enhancing one's self-image, procuring an emotional experience, and constructing one's masculinity.     

The Automatic Activation of Retributive Motive When Determining Punishment

This study sought to test the hypothesis that an individual’s retributive motive is activated automatically when he or she is presented with an opportunity to determine appropriate punishment. Fifty-one undergraduate students were subjected to one of two conditions: one in which an video clip of a brutal crime was presented (crime video condition) and another in which a sports documentary video clip was presented (sports video condition). Participants were asked to complete the Implicit Association Test before and after being presented with the video. It was predicted that the activation of retributive motive would strengthen the association with a balanced combination of these factors as compared to the association with an unbalanced combination of factors and increase the IAT effect accordingly. The IAT effect increased in the crime video condition but did not change in the sports video condition. This result supported the hypothesis, indicating that decision making regarding punishment is carried out automatically and outside of conscious awareness, as the IAT reflects automatic cognitive processes such as implicit attitudes.     

Activation and Use of Racial Stereotypes in Personnel Decisions: A Test of Two Theories1

This research tested contrasting predictions about activation and use of racial stereotypes in personnel decisions. Devine's (1989) theory' holds that stereotyped inferences should be apparent when decisions are time constrained and judges have little opportunity to suppress automatically activated stereotypes. Gilbert & Hixon's (1991) busy-ness model implies that stereotypes are unlikely to be activated and to influence the decisions of judges unless these decisions are not time-constrained. Participants were allowed 90 s or 180 s to evaluate Black and White candidates for football managerial positions requiring aggressiveness (linebacker coach) or cognitive prowess (general manager). Only when decisions were not time constrained did participants show stereotyped judgments by favoring Whites for the general manager's position and overranking Blacks for linebacker coach. This pattern was consistent with Gilbert & Hixon's busy-ness model and contrary to Devine's theory of automatically activated stereotypes.     

An Introduction to Sports Concussion for the Sport Psychology Consultant

This paper was designed to introduce the sport psychology consultant (SPC) to the relevant practical and theoretical information pertaining to sports concussion. The paper discusses four key areas related to sports concussion: 1) recognition, 2) management, 3) psychological issues following a concussion, and 4) prevention and education. Throughout the paper, the authors emphasize the role of the SPC in each of these four areas. An integrated review of the sport concussion literature and current research and guidelines regarding the definition, pathophysiology, symptoms, neuropsychological testing, and risk factors for concussion is presented. The SPC's roles in educating and helping athletes deal with post-concussion issues such as the pressure to return to play and fear of reinjury are examined. The authors highlight the need for baseline neuropsychological testing of athletes; and advocate a multidimensional team approach to sport concussion, involving the SPC as a key member of that team.     

Minority Dissent in Organizations: Factors Influencing Willingness to Dissent1

Minority dissent disrupts stability but also stimulates individual creativity, the quality of group decision making, and organizational adaptiveness. It is argued that we know little about antecedents of minority dissent in organizations. To fill this void, managers (N= 108) were asked about their willingness to take up a minority position within their team or work unit. Results showed that willingness to dissent was predicted by the manager's extraversion, as well as by group factors, including possibility for communication, goal clarity, and past neglect of disagreements. Implications for theory and practice are discussed.     

From Therapy and Enhancement to Assistive Technologies: An Attempt to Clarify the Role of the Sports Physician

Sports physicians are continuously confronted with new biotechnological innovations. This applies not only to doping in sports, but to all kinds of so-called enhancement methods. One fundamental problem regarding the sports physician's self-image consists in a blurred distinction between therapeutic treatment and non-therapeutic performance enhancement. After a brief inventory of the sports physician's work environment I reject as insufficient the attempts to resolve the conflict of the sports physician by making it a classificatory problem. Followed by a critical assessment of some ideas from the US President's Council on Bioethics, the formulation of ethical codes and attempts regarding a moral topography, it is argued that the sports physician's conflict cannot be resolved by the distinction between therapy and enhancement. Instead, we also have to consider the possibility that the therapy-based paradigm of medicine cannot do justice to the challenges of the continuously increasing technical manipulability of the human body and even our cognitive functions as well. At the same time we should not adhere to transhumanist ideas, because non-therapeutic interventions require clear criteria. Based on assistive technologies an alternative framework can be sketched that allows for the integration of therapeutic and non-therapeutic purposes. After a thorough definition of standards and criteria, the role of the sports physician might be defined as that of an assistant for enhancement. Yet the process of defining such an alternative framework is a societal and political task that cannot be accomplished by the sports physicians themselves. Until these questions are answered sports physicians continue to find themselves in a structural dilemma that they partially can come to terms with through personal integrity.     

Book Reviews

Book reviewd in this Article: Strategy and the Human Resource. Ford and the Search for Competitive Advantage, by K. Starkey and A. McKinlay. Successful Training Practice, by Alan H. Anderson. Managing the Team: A Guide to Successful Employee Involvement, by Mick Marchington. Honesty in the Workplace, by Kevin R. Murphy. Managing People at Work: A manager's guide to behaviour in organisations, Third Edition, by John W. Hunt. Robert T. Morans's Cultural Guide to Doing Business in Europe, 2nd Edition, by Michael Johnson and Robert T. Moran.     

The effect of sex and gender-schematic processing on sport participation

This study examined the extent to which an individual's overall experience with and personal commitment to athletic activities is constrained by the sex appropriateness of the sport, the sex of the individual, and the individual's classification on the Bem Sex Role Inventory. No sex differences were found for levels of participation for either measure of participation. For both measures, neutral sports were preferred, followed by sex-appropriate and then sex-inappropriate sports. Females' experience and commitment was greater than males' to feminine activities, whereas males' was greater than females' for masculine activities. Sex-typed males reported significantly less experience with and commitment to feminine sports than androgynous and undifferentiated males. When sex-typed females were compared with androgynous and cross-sex-typed females, they reported significantly less commitment to masculine sports.