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Managerial Level (managerial + level)
Selected AbstractsDesigning Training Interventions: Human or Technical Skills Training?INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2001Eugenia N Petridou Training is seen as the key instrument in the implementation of Human Resource Management policies and practices in both the private and public sector. The choice of the type of training, focused on human or technical skills, is crucial in designing the training process. This field study investigates the personal and occupational characteristics of 444 public managers, candidates for human and technical skills training. A classification model is proposed which allows the selection and weighting of the candidate trainees' personal and occupational differences in order to participate in one of the two types of training. By means of the stepwise logistic regression method, gender, age, education, attitudes towards training, managerial level and job tenure have been identified as the significant variables associated with type of training. [source] Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11JOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Taylor E. Sparks This exploratory study attempts to identify the leadership competencies that managers believe are needed to be successful across different managerial levels and organization types (manufacturing, finance, insurance, and banking, health, transportation, communications, and utilities, wholesale and retail trade, private nonprofit, and public) and presents an analysis of whether changes in the importance of certain leadership competencies over time coincided with the 9/11 terrorist attacks in the United States. Our findings suggest that the leadership competencies leading employees and resourcefulness were the most important across all managerial levels and organization types studied. Moreover, leadership competencies important (or not important) for one managerial level or organization type seem to be important (or not important) for others. Furthermore, leadership competencies important before 9/11 remained important immediately after 9/11, 2 years after 9/11, and are still important today. These findings may have implications for leadership training and development, selection, and succession planning. [source] Job and industry fit: the effects of age and gender matches on career progress outcomes,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2004Caren B. Goldberg Using a sample of 232 MBA alumni, we tested the impact of respondent age, gender, and their interaction on career progress outcomes (managerial level, number of promotions, and salary) and whether age- and gender-type of contexts moderated these relationships. Women's salaries did not increase much with age, whereas men's salaries showed a marked increase with age. We also found a gender,×,job gender-type effect on salary, such that women earned somewhat higher salaries in masculine-typed jobs, while men earned considerably higher salaries in feminine-typed jobs. In addition, we observed a three-way interaction between gender, age, and age-type of industry indicating that younger men received more promotions in old-typed industries, while younger women received more promotions in young-typed ones. Results are discussed in light of cognitive matching approaches and status characteristics theory. Copyright © 2004 John Wiley & Sons, Ltd. [source] Do VIP programs always work well?PSYCHOLOGY & MARKETING, Issue 7 2009The moderating role of loyalty This paper addresses some important issues involving the effective deployment of ever-increasing VIP program budgets. Recent research results on the effects of VIP programs have been somewhat mixed. Some studies have found a positive influence on consumer behavior, while others report no significant impact. The purpose of this research is to provide a possible explanation for such contradictory evidence in the literature. The results of this study reveal that customer responses to VIP programs depend on their loyalty traits. Specifically, two loyalty dimensions,behavioral loyalty and attitudinal loyalty,interact with each other in moderating the impact of VIP programs on customer response. A VIP program may produce positive results even for customers who are low in behavioral loyalty, with low spending levels, if their attitudinal loyalty is high. Conversely, such a program may not produce significant results even for high-spending customers if their attitudinal loyalty is not high enough. Thus, analysis that overlooks the moderating role of loyalty dimensions may have led to erroneous conclusions. Finally, at the managerial level, this paper points out the potential problems of relying solely on behavioral loyalty measures, such as purchase amount, in identifying VIP customers. © 2009 Wiley Periodicals, Inc. [source] Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11JOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Taylor E. Sparks This exploratory study attempts to identify the leadership competencies that managers believe are needed to be successful across different managerial levels and organization types (manufacturing, finance, insurance, and banking, health, transportation, communications, and utilities, wholesale and retail trade, private nonprofit, and public) and presents an analysis of whether changes in the importance of certain leadership competencies over time coincided with the 9/11 terrorist attacks in the United States. Our findings suggest that the leadership competencies leading employees and resourcefulness were the most important across all managerial levels and organization types studied. Moreover, leadership competencies important (or not important) for one managerial level or organization type seem to be important (or not important) for others. Furthermore, leadership competencies important before 9/11 remained important immediately after 9/11, 2 years after 9/11, and are still important today. These findings may have implications for leadership training and development, selection, and succession planning. [source] Differentiating emotional intelligence in leadershipJOURNAL OF LEADERSHIP STUDIES, Issue 2 2007Carina Fiedeldey-Van Dijk Leadership has received considerable attention since the 1990s. We claim that leaders can be found at all levels of employment, and at the very least, all managers are expected to be leaders. Yet managerial status does not guarantee leadership. Leadership is a necessary component of and a filter for successful management. Effective managers demonstrate leadership capabilities. Leadership attributes are well captured in measures of emotional intelligence (EQ). Hence, leadership can improve if managers work to develop their EQ. We show how EQ, and hence leadership, can vary by level of employment among a composite international group of 3,305 employees with the Six Seconds Emotional Intelligence Assessment. The relationship between six leadership groups, as based on their EQ performance, across different employment levels was statistically examined, suggesting that leadership is realized in different ways depending on level of employment. It appears that employees become more skillful in emotional literacy and consequential thinking as they progress up the employment ladder. Intrinsic motivation and optimism are best leveraged by nonmanagerial rather than senior employees. The diminishing incorporation of empathy with an increase in employment level seems to stand in sharp contrast. Nonmanagerial employees, specialists, and entrepreneurs will benefit from developing their competence in pursuing their objectives with an overarching sense of purpose. The finding that high-EQ leaders seem to dominate in the managerial levels may be viewed as encouraging. [source] Below the tip of the iceberg: the co-evolution of formal and informal interorganizational relations in the wireless telecommunications industryMANAGERIAL AND DECISION ECONOMICS, Issue 5 2008Lori Rosenkopf We examine how alliances,formal, contractual interorganizational relations,co-evolve with emergent, informal interorganizational relations. To form alliances, firms must acquire information on potential partners, and the acquisition of this intelligence occurs through both formal and informal channels. Here we evaluate the effects of two of these informal channels: joint participation in cooperative technical organizations (CTOs) and director interlocks. Since director interlocks connect firms through the highest managerial levels while joint CTO participation connects firms through mid-level technical personnel, we examine whether each type of informal tie contributes to alliance formation as well as whether ties at multiple levels serve as complements or substitutes for this purpose. We also examine whether all types of ties,alliances, interlocks and CTO participation,co-evolve endogenously or whether there are more direct causal relationships between and among these various types of networks. We find that both interlocks and CTO participation facilitate alliance formation, yet interlocks only facilitate alliance formation when the common director serves as an officer in one of the firms. An additional distinction between the role of interlocks and CTO participation is that the relationship between interlocks and alliance formation appears endogenous, in contrast to CTO participation, which causally precedes alliance formation. Copyright © 2008 John Wiley & Sons, Ltd. [source] | ||||||||||