Suchergebnisse

This study conceptualizes and measures user preferences for 360-degree appraisals and group-level performance management (PM). Users are defined as either recipients of PM processes or those whose job it is to administer the process. Aspects of individual users, their work design, and current appraisal context were used to predict preferences. Two studies were conducted involving data collection in a large Canadian telecommunications conglomerate and a department of the Canadian government, respectively. Predictors explained significant amounts of variance in user preferences, especially those pertaining to group-level PM. Practical implications are suggested with regard to collecting and using user preferences. In addition, suggestions for future research are offered concerning the need to examine a broad range of users in different organizational settings and to measure actual system design features and their effectiveness.

AbstractThis is an overview of the research reported in this special issue on total quality management (TQM). The elements of TQM are defined, and a case is made for conducting more research in the area. Accordingly, this special issue attempts to contribute by offering articles that help build the theoretical and empirical basis of TQM implementation efforts. A look ahead to the future is presented, with a focus on interdisciplinary research under the TQM umbrella.RésuméIl s'agit d'un tour d'horizon des articles publiés dans ce numéro spécial consacré à la gestion de la qualité totale (GQT). Les éléments de la GQT y sont définis et il ressort qu'il faudrait intensifier la recherche dans ce domaine. Ainsi, ce numéro spécial tente d'apporter sa contribution en proposant des articles qui aideront à jeter les bases théoriques et empiriques des efforts d'implantation de la GQT. Perspective d'avenir: tendance à la multidisciplinarité de la recherche en GQT.

This study compares perceptions of the importance of 18 traits for effective low-level leaders and high-level leaders. Participants were 84 full-time white-collar employees from Australia and 244 full-time white-collar employees from China. Multivariate analysis of variance revealed cultural differences in terms of which traits are regarded as important for effective leadership. For example, the Australians rated traits that attenuate leader–follower power differences (e.g. friendly and respectful) higher than did the Chinese. Consistent with previous research, traits that were regarded as more important for high-level leaders (e.g. inspirational and visionary) correspond with aspects of charismatic/visionary leadership. The findings indicate that the perceived importance of specific leadership traits is determined partly by culturally endorsed interpersonal norms and partly by the requirements of the leadership role.

A survey of more than 203 middle and upper–middle managers that assessed their superiors (N=51) in the Canadian public sector showed that charismatic leadership in such a setting comprises four dimensions: (1) energy and determination; (2) vision; (3) challenge and encouragement; and (4) risk taking. However, such leadership is only modestly related to motivational consequences and is not significantly related to unit performance. We discuss our findings in terms of their theoretical implications for leadership research in general and for the public sector in particular.

Introduction -- Leader traits and characteristics -- Leader-member exchange and relationship-building -- Followership: managing up and sideways -- Situational leadership -- Ethical and moral leadership -- Seeking, receiving, and giving feedback -- Team and shared leadership -- Men and women in leadership roles -- Global leadership -- Inspirational and visionary leadership -- Strategic leadership and shaping organizational culture -- Generating organizational change through strategic leadership