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Immediate Superiors (immediate + superior)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

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

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 2 2009
Robert P. Vecchio
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. [source]

Working conditions and the possibility of providing good care

JOURNAL OF NURSING MANAGEMENT, Issue 4 2002
Gunvor Lövgren RN
Background,An open and tolerant climate characterized by joy in work where the personnel can mature as people and develop their professional competence was postulated as essential to working conditions under which good care can be provided in line with a care policy accepted for healthcare in a northern Swedish county. Aim, This study aimed to examine working conditions before and 3 years after the implementation of the care policy. Method, All personnel working on four hospital wards in the county described their experiences in questionnaires in a baseline measure in 1995 (n = 119) and a follow-up measure in 1998 (n = 106). Findings, Lower ratings for working conditions were found in many respects in the follow-up measure. Fewer respondents from three wards expressed satisfaction with their current work situation. More respondents in one of these wards expressed, in addition, an inability to keep up with their work and fewer also evaluated their immediate superiors as good leaders. More of the respondents from one ward expressed the intention of looking for alternative employment and wanted to have another job. More respondents in two wards reached scores indicating burnout risk or burnout, and lower means were seen in two to 10 work climate dimensions per ward, out of 10 possible, in the follow-up measure compared with the baseline. Conclusion, The working conditions seen as requisite for the possibility of providing good care seem to have deteriorated in a number of respects on the wards studied over a three-year period and improvements are needed if the care offered is to be in line with the stated care policy. A concurrent study investigating patient satisfaction of the care quality in the same county showed a deterioration in their assessments between measurements carried through with a three-year interval, implying a relationship between the working conditions of the personnel and the patients' experiences of care. [source]

Relative power and influence strategy: the effects of agent/target organizational power on superiors' choices of influence strategies

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2002
Anit Somech
The present study examined superiors' tendency to utilize different top,down influence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and fifty-five subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the influence strategy questionnaire to influence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular influence strategy. The results suggest that power should be discussed in relative rather than absolute terms. Copyright © 2001 John Wiley & Sons, Ltd. [source]