CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY

This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) received multisource feedback from another survey. Managers who worked with an EC were more likely than other managers to set specific (rather than vague) goals ( d = .16) and to solicit ideas for improvement from their supervisors ( d = .36). Managers who worked with an EC improved more than other managers in terms of direct report and supervisor ratings, however, the effect size ( d = .17) was small.     

Truth as a ‘Living Bond’: A Dialectical Response to Recent Rhetorical Theology

Abstract: In recent years, the Radical Orthodoxy movement (especially John Milbank) has developed an influential theological response to the putative nihilism inherent in modern philosophical tendencies to construe the relation between finite and infinite realities as utterly disjunctive and thus incapable of mediation. This response, which generally implies the championing of a ‘participatory’ ontology, has been very hostile to Protestant or ‘dialectical’ theology, whose insistence upon an ‘indirect’ rather than a ‘rhetorical’ form of truth is taken to implicate such theology in the nihilism of a ‘univocal’ ontology. In this article I offer another reading of the dialectical, via Søren Kierkegaard and René Girard, according to which its anti‐objectivism is due not to the inheritance of modern epistemological dilemmas but to a quite biblical existential rigor. I argue, contrary to Milbank, that this rigor is not finally gnostic, but instead that it alone can preserve the form of truth as a living, spiritual form.     

EFFECTS OF CANDIDATE CHARACTERISTICS ON MANAGEMENT PROMOTION DECISIONS: AN EXPERIMENTAL STUDY

This study examined the effects of candidate characteristics on simulated management promotion decisions. Seventy-two managers from three organizational levels participated as decision makers in a half-day exercise. Four candidate characteristics were manipulated: potential for advancement, the availability of assessment center information, current position, and sex. Other characteristics such as tenure and past performance were controlled by randomly distributing levels of the attributes across candidates or holding the attributes constant. The results showed that potential, assessment center information, and position were important in selecting finalists and rating the extent to which a candidate was considered. Two interactions, potential by position and sex by position, indicated that configural relationships played a significant role in the promotion decisions. Participants' perceptions of the importance of the information paralleled the statistical importance of the information. The external validity of the study was supported by comparing the results to data on actual promotion decisions. The results are discussed in terms of the value of different information and how it is processed in evaluating and selecting candidates for promotion.