Interim Managers: Distinguishing Personality Characteristics of Managers on Short-term Contracts

The use of interim managers by companies is increasing, and reasons for this trend are discussed. A study is reported in which the normative personality make-up of a group of interim managers is compared with that of a general sample of UK managers. Ninety-four interim managers completed the revised PA Preference Inventory (PAPI-N) and the results are compared with those from a general UK managerial sample. Statistically significant differences are reported for 12 out of 20 scales, with nine of the effect sizes ≥ 0.5. Results are also compared with a priori job expert predictions. Of nine predictions that interim managers would differ from the general management norm, seven are consistent with the statistical findings. Practical and methodological implications of the findings, and their relation to the ‘Big Five’, are discussed, together with broader implications for the study of workers in new and emerging forms of employment. The findings are also interpreted in the particular context of interim management roles.     

Book Reviews

Books reviewed: Robert Shaw Trust in the Balance; Building Successful Organizations on Results, Integrity and Concern Louis H. Janda Psychological Testing: Theory and Applications David Ulrich, Michael R. Losey and Geraldine Lake, (eds) Tomorrow's HR Management: 48 Thought Leaders Call For Change     

Work-family supportiveness organizational perceptions: Important for the well-being of male blue-collar hourly workers?

The current study questions whether organizational perceptions of family supportiveness predict work-family conflict (WFC) and job satisfaction for an atypical sample of male hourly workers in a manufacturing organization, and whether those relationships depend on work (number of work hours) and family (number of family roles) demands. A unidimensional factor structure for the family supportiveness scale was not found; however a subscale for the extent that the organization supported work-family balance was strongly related to WFC and job satisfaction. An interaction was found such that those working long hours in the family-supportive work environment had lower WFC than those working long hours in an unsupportive environment, while the number of family roles (e.g., spouse, parent, eldercare) had no moderating effects. Supporting employees’ non-work life is determined to be important for these employees.     

Caught in the rejection–abuse cycle: are we really treating perpetrators of domestic abuse effectively?

This article proposes that some perpetrators of domestic violence respond to their partners' apparent rejection of them with abusive behaviour, and that there exists a cycle of rejection and abuse. The model posits that some men, having experienced rejection within their families of origin or in relation to past partners, become sensitive to potential rejection in their current relationships. The cycle for rejection‐sensitive men consists of an event that constitutes a threat to self, leading to a defence against this threat which in turn results in psychological or physical abuse. This model was tested on sixty‐six male participants of perpetrator group programmes who completed a survey designed to measure each point in the proposed model through path analysis. There was support for the following model: rejection, threat to self‐defence against threat, abuse. Other paths were tested, but were not significant. These results are discussed in terms of the implications for treating perpetrators.