Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario‐based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.     

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     

高级营销经理胜任特征的实证研究

该研究采用胜任特征研究技术,对国内12个行业、20家企业的136名高级营销经理进行了研究,结果表明：1）我国高级营销经理胜任特征模型由成就导向、主动性、顾客服务导向、影响力、团队合作、团队领导、分析式思考、自信心、灵活性、组织承诺、关系建立等11项胜任特征组成。2）所建构的胜任特征模型对于我国的高级营销经理具有较好的通用性。3）《高级营销经理胜任特征调查问卷》与被试的工作业绩具有高相关,可预测其工作绩效,且具有较好的信度和效度。     

《周易》的经济管理要义管窥

对<周易>深沉价值进行挖掘与开启,以求古为今用,是当代易学研究的一个重要课题.易学者们已经从象数易、科学易、考古易、人文易等诸多视角入手,全方位地阐述<周易>精义;而如何着眼于<周易>的经文传记,明辨古代易学与现代经济管理的有机关联,乃是中国"<易经>管理学"何以成为可能的原典性证明.对于社会管理人士而言,增强易学修养将大大提高其管理效力.易学于当今社会的鲜活魅力即在此.     

Turkish College Students' Attitudes Toward Women Managers: The Effects of Patriarchy,Sexism, and Gender Differences

The authors examined how patriarchy, sexism, and gender influence Turkish college students' attitudes toward women managers. Turkish undergraduate students (N = 183) from Middle East Technical University completed questionnaires measuring attitudes toward women managers as well as attitudes toward the concepts of hostile and benevolent sexism and support for patriarchy. Participants were of upper- or middle-class Turkish backgrounds. The results showed that male participants exhibited less positive attitudes toward women managers than did female participants. In addition, participants who held more favorable attitudes toward patriarchy and who scored high on hostile sexism also held less positive attitudes toward women managers than those who held less favorable attitudes toward patriarchy and who scored low on hostile sexism. A regression analysis showed that support for patriarchy and hostile sexism was more important for explaining less favorable attitudes toward women managers than was benevolent sexism.     

Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors