Showing papers in "Leadership & Organization Development Journal in 1996"
TL;DR: The work community is becoming the most significant community for many people as discussed by the authors, and we are coming to expect our work to satisfy our deeply held needs for wholeness and to help provide spiritual support for our values and our aspirations for personal as well as economic growth.
Abstract: The work community is becoming the most significant community for many people. We are coming to expect our work ‐ where we spend most of our time ‐ to satisfy our deeply held needs for wholeness and to help provide spiritual support for our values and our aspirations for personal as well as economic growth. Reports on original research which supports a growing literature attesting to the centrality of work in meeting both economic and spiritual needs. Spirit refers to the vital, energizing force or principle in the person, the core of self. Respondent managers understand spirit in its secular connotation as defining self meaning and motivation for action. Begins a definition of a model of leadership based on this kind of spiritual relationship, one founded on morality, stewardship and community. Also lists some critical issues that this emerging leadership model faces.
277 citations
TL;DR: In a ground-breaking 1970 essay, entitled The Servant as Leader, Robert Greenleaf suggested how caring for our many institutions, and each other, can occur through the practice of servant-leadership as discussed by the authors.
Abstract: Explains that servant‐leadership is a leadership term and philosophy which was originated by Robert K. Greenleaf, and which puts serving the greater needs of others as the primary goal of leadership. In a ground‐breaking 1970 essay, entitled The Servant as Leader, Robert Greenleaf suggested how caring for our many institutions, and each other, can occur through the practice of servant‐leadership. In the 1980s and 1990s servant‐leadership has become a major focus and goal in leadership and management writings, and in organizational practice.
210 citations
TL;DR: In this article, the authors discuss the role of leadership in the development of leader-supported mentoring processes and discuss the benefits to each of these three parties, including the mentoring process, the protege, and the organization.
Abstract: Explores perspectives on mentoring, including the mentor, the protege and the organization. Emphasizes key benefits to each of these parties. Addresses the question of why mentors engage in mentoring. Discusses the role of leadership in the development of leader‐supported mentoring processes.
109 citations
TL;DR: In this paper, the authors explore the roles of sexuality and intimacy in cross-gender mentoring relationships and explore the sex role spillover model's explanation for sexuality in these relationships, along with the impact of these perceptions on cross gender mentoring relationship.
Abstract: Explores the roles of sexuality and intimacy in cross‐gender mentoring relationships. Today’s leaders are concerned about controlling sexuality and intimacy in cross‐gender work relationships and there is an increased awareness of the sexual harassment aspect of sexuality in today’s society. Describes sexuality and intimacy in cross‐gender mentoring relationships and explores the sex role spillover model’s explanation for sexuality in these relationships. Views sexuality and intimacy in cross‐gender mentoring relationships along a continuum ranging from non‐sexual, psychologically intimate relationships to the extreme of sexual harassment. Includes mentors’, proteges’ and co‐workers’ perceptions of sexuality and intimacy in cross‐gender mentoring relationships in this discussion along with the impact of these perceptions on cross‐gender mentoring relationships. Finally, considers ways to manage sexuality and intimacy in cross‐gender mentoring relationships.
80 citations
TL;DR: The authors examined the relationship between organization citizenship and the environment in which that citizenship behaviour is manifested, and found that most definitions of being a good soldier include prosocial behaviours, helping others, innovating, volunteering and the lack of undesirable behaviour.
Abstract: Observes that a recent focus of organization behaviour and management theory has been on desirable, yet informal organization behaviours. Explains that this behaviour is called organization citizenship, or the “good soldier syndrome” and, although the definition of organization citizenship is debated, most definitions of being a “good soldier” include prosocial behaviours, helping others, innovating, volunteering and the lack of undesirable behaviour. Seeks to advance the theory of organizational citizenship by examining the relationship between organization citizenship and the environment in which that citizenship behaviour is manifested: the research issue is ‐ are people who perceive their work environments positively good citizens, or is good citizenship an individual phenomenon, which will be present in any work environment?
77 citations
TL;DR: There were improvements in safety attitude, lost time accident rates, self‐reported accident rates and absenteeism levels following the intervention to improve safety performance in a power generation company.
Abstract: Describes the use of safety attitudes as the basis for an intervention to improve safety performance in a power generation company. Following an initial survey using the safety attitude questionnaire developed by the SRU, a set of initiatives was developed. The initiatives included setting up safety teams, the introduction of written action plans, the provision of workforce safety budgets and an enhanced profile for management action. The initiatives were implemented by the SRU over a period of one year. Following the intervention there were improvements in safety attitude, lost time accident rates, self‐reported accident rates and absenteeism levels.
76 citations
TL;DR: In this article, the authors discuss the fundamental issues and dynamics surrounding strategic change in contemporary organizations and discuss the alternative strategies of change, emphasizing that effective strategic change requires approaches to leadership that are more likely to enhance workplace change through employee participation, motivation and commitment.
Abstract: Examines the fundamental issues and dynamics surrounding strategic change in contemporary organizations. Outlines the main components of, and barriers to, change and discusses the alternative strategies of change. Also discusses issues surrounding the fundamental role of culture and the need for effective leadership. Argues that effective strategic change requires approaches to leadership that are more likely to enhance workplace change through employee participation, motivation and commitment. To meet new challenges, business organizations must develop attributes of corporate culture most likely to support their change strategies. On final analysis, change can only succeed if it is based solidly on an understanding of how people behave, what motivates them, and how improved positive attitudes can be developed.
76 citations
TL;DR: In this article, the barriers women face in obtaining a mentor are discussed and the results of a study addressing this issue are presented. But despite the explosion of interest in programmes to help women gain mentors in organizations, there is little information on the barriers that women face.
Abstract: There is an explosion of interest in programmes to help women gain mentors in organizations. Despite the haste to jump on the “mentoring bandwagon”, there is little information on the barriers women face in obtaining a mentor. Discusses these barriers and the results of a study addressing this issue. Presents practical implications for organizations.
74 citations
TL;DR: The second in a series of two articles tracing the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management (TQM), forming a link between the three concepts as mentioned in this paper.
Abstract: Presents the second in a series of two articles tracing the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management (TQM), forming a link between the three concepts. It is argued that, while TQM has separate origins from the culture movement, the two fields have recently converged with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Following on from the first article which dealt with literature that was mainly of academic interest, such as concepts and methods of study, diagnosis and measurement, reviews the literature that heralds and then reflects the growing interest in utilitarianism. This literature is concerned with attempts to study, implement and measure culture change, and with the emerging relationship between culture and TQM.
69 citations
TL;DR: In this paper, the authors describe interviews with managers of five organizations who were involved in the development and implementation of their company's mentoring program, and provide examples of the types of issues that arose and how they were resolved.
Abstract: Formal mentoring programmes are a recent innovation in organizations. Describes interviews with managers of five organizations who were involved in the development and implementation of their company’s mentoring programme. Provides examples of the types of issues that arose and how they were resolved.
59 citations
TL;DR: In this paper, the authors present mentoring as a valuable social development phenomenon that has endured historical paradigm shifts and will survive the present transition from the Industrial Age to the Information Age and raise questions about how mentoring might be shaped by the operating realities of the new paradigm and offer some preliminary suggestions.
Abstract: Presents mentoring as a valuable social development phenomenon that has endured historical paradigm shifts and will survive the present transition from the Industrial Age to the Information Age. Views mentoring as one of several types of developmental relationships that will be important to people in the new age. Raises questions about how mentoring might be shaped by the operating realities of the new paradigm and offers some preliminary suggestions.
TL;DR: In this article, the authors argue that middle managers are also leaders and are managing diversity, within a rapidly changing environment, and taking forward multiple innovations, and suggest that this is one approach towards building the generic capacity to manage educational change in the further education sector through the development of leadership talent.
Abstract: Analyses the concept of leadership as a vital ingredient of educational success within the context of the turbulent changes taking place within further education. In defining leadership, and identifying those who are the leaders in achieving educational excellence, argues for a model of distributed leadership. Such an approach should be concerned with seeking transformational change leading to a total quality education approach. This in turn should contribute to college effectiveness in improving teaching and learning and the management of educational change. Within the shared leadership model, it is argued that middle managers are also leaders. They are managing diversity, within a rapidly changing environment, and are taking forward multiple innovations. Suggests that this is one approach towards building the generic capacity to manage educational change in the further education sector through the development of leadership talent at all levels.
TL;DR: In this article, the authors argue that empowerment is a difficult concept to execute properly, but it works when it is focused on releasing self-motivation such that employees have the will to make a contribution.
Abstract: Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and, to be effective in this environment, there is a need for creating a challenge to employees to use their capabilities and take personal responsibility for tasks. States that there is encouragement of creativity, risk taking and commitment at all levels, as managers delegate authority to the front line and take a supportive role. In seeking to empower employees, there is an emphasis on communication, collaboration and building trust. Argues that, though empowerment is a difficult concept to execute properly, it works when it is focused on releasing self‐motivation such that employees have the will to make a contribution. Illustrates the argument using three case studies and discusses the implications for theory and practice.
TL;DR: The resultant model ofchange indicates that successful leadership of cultural change requires leaders to think culturally, to be guided by a cognitive model of change and to employ the cultural tools of symbolism while actively focusing on the politics of acceptance.
Abstract: Explores the successful role of leadership in initiating and sustaining a major process of change. The findings build on the work of others who have so ably demonstrated the influence of powerful leaders. Research is based on qualitative data from an ethnographic study which immersed itself in the minutiae of organizational life. Outlines the processes that have unfolded in the wider context of NHS change. Discusses the findings and debates supporting evidence. The resultant model of change indicates that successful leadership of cultural change requires leaders to think culturally, to be guided by a cognitive model of change and to employ the cultural tools of symbolism while actively focusing on the politics of acceptance. Hard systems and structural changes can be implemented in parallel with soft symbolic and political activity. A highly receptive context, either real or created, assists by providing a trigger for change.
TL;DR: In this paper, a study involving in-depth interviews with 18 business leaders focusing on the qualities and skills they felt to be essential for success in directing and guiding a large organization was conducted.
Abstract: Reports the conclusions of a study involving in‐depth interviews with 18 business leaders, focusing on the qualities and skills they felt to be essential for success in directing and guiding a large organization. These qualities include the ability to make sense of a complicated pattern of events and from this formulate clear goals for the organization; people and communication skills; integrity; drive and ambition. In selecting others, as potential future leaders and high‐flyers, this group of current leaders used the following criteria. There was high agreement that proven track record was vital, both as an indicator of future performance and to establish credibility. Another important characteristic is the ability to take an independent (even unpopular) line, and defend it. As could be predicted, interpersonal skills, team orientation, commitment and motivation were also seen as important.
TL;DR: The results of a survey of the Times Top 500 companies as discussed by the authors reveal a significant gap between management theory and practice in this area, which is attributed to the lack of evidence of "hard" (financial) benefits from companies successfully involved in this practice.
Abstract: Management literature describes the “revolution” in business performance measurement which encourages the use of “soft” employee‐related measures, such as employee satisfaction, morale and commitment. Cultural issues have been identified as common stumbling blocks to progress in organizational change programmes, such as total quality management; hence, the use of measures in monitoring or inducing cultural change has great potential. Describes the results of a postal survey of the Times Top 500 companies carried out in early 1995, designed to probe issues such as the degree of use of these measures and associated benefits. The results, derived from 45 companies, reveal a significant gap between management theory and practice in this area. Few companies report innovative use of “soft” measures in the determination of business strategy, i.e. the “balanced scorecard” approach, which is attributed to the lack of evidence of “hard” (financial) benefits from companies successfully involved in this practice.
Journal Article•
TL;DR: In this article, the authors present a TQM (TQM) index for the first time, which is based on the Business Periodicals Index (BPI) of the World Wide Web.
Abstract: В статье дается критический обзор литературы об организационной культуре - от концепции организационного развития до современного интереса к TQM (тотальное управление качеством). В ходе анализа выявляется связь между тремя понятиями - организационной культурой, организационным развитием TQM. Данная статья представляет собой первую часть обзора, в которой сосредоточены материалы по определению понятия организационной культуры и методам ее изучения, диагностики и измерения (тематика раннего периода). Литература об организационной культуре пошла многими путями с тех пор, как предмет изучения, обозначенный как культура корпорации, впервые возник в Business Periodicals Index в 1982 г. Д. Льюис выбрала только наиболее репрезентативные образцы концепций. В статье детально рассмотрена связь понятия организационной культуры с традиционной моделью организационного развития как запланированного изменения, которое концентрируется на достижении благополучия персонала и эффективности организации без разрыва с ее естественным жизненным циклом. С возникновением интереса к изменению организационной культуры теория организационного развития включила в себя данное понятие. Автор разделяет представление Э. Шейна об организационной культуре как базовых представлениях об организации, которые разделяются ее персоналом. Это идеационалистское понимание культуры окрашивает, по признанию автора, большую часть ее анализа литературы. Особенно это заметно при обзоре литературы, посвященной проблемам изучения, диагностики и измерения культуры. Кроме самого понятия культуры, исследователей интересовали способы ее диагностики. Предлагаемые в литературе техники диагностики очень сильно отличаются друг от друга, но почти все они включают исследование поведения. Однако поведение не всегда является точным индикатором ценностей и лежащих за ним представлений. Автор высказывается против бытующей в литературе упрощенной и однозначной интерпретации поведения. По ее мнению, техники диагностики должны быть глубже, чем простое наблюдение поведения или анализ и классификация ответов на вопросы. Есть предложения использовать для диагностики культуры построение ее профиля, однако, по мнению автора, эти методы дают неполную информацию об организационной культуре, а, главное, не могут вскрыть ее сущность. Интересными для Льюис представляются методы, позволяющие установить неосознаваемые членами организации представления - феноменологические и этнографические методы. По ее мнению, эти методы являются наиболее успешными для точного раскрытия культуры конкретных организаций.
TL;DR: The authors investigates the role of the entrepreneurial personality in the global economy, based on consulting work carried out on one fast-growing small business, Distant Learning Ltd. shows how the "dark side" of a personality can affect others.
Abstract: Investigates the role of the entrepreneurial personality in the global economy, based on consulting work carried out on one fast‐growing small business, Distant Learning Ltd. Shows how the “dark side” of a personality can affect others. Concludes that self‐awareness is the answer to problems in this area.
TL;DR: A review of the current models of individual change transition can be found in this article, where the authors identify four phases through which individuals pass to regain their own level of security, and suggest that the proposed new model offers managers, change agents, researchers and individuals alike a valuable way of describing and understanding individual change.
Abstract: Argues that it is both pertinent and timely that investigations be made into the dynamics of individual change. Much of the literature refers to change as a societal/cultural issue or an organization issue. Moreover, the approaches to managing complex change have been developed at a group or a systems level, seldom recognizing that it is the individual who confronts and solves the problems of change and ultimately accepts or rejects the change. Provides a literature review of the current models of individual change transition and identifies several assumptions on which they are built. Explores evidence that refutes these assumptions, which encourages the construction of a new model of individual change transition. This new model identifies four phases through which individuals pass to regain their own level of security. Suggests that the proposed new model offers managers, change agents, researchers and individuals alike a valuable way of describing and understanding individual change transition, as well as identifying avenues for intervention in the process.
TL;DR: In this article, the authors trace the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts, and argue that while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve "excellence" and "quality", it is necessary either to change or work with the culture of an organization.
Abstract: The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes concurrently ‐ defined the concept of culture, prescribed methods of study and diagnosis, discussed the possibility of culture change and often prescribed change methods, recommended methods to evaluate the extent and success of change and, most recently, looked at the part culture and culture change play in achieving total quality through the medium of total quality management. With few exceptions, the notion of managerial control is not addressed. Argues that, while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Reviews the literature concerned with defining the concept of culture itself and recommended methods of study, diagnosis and measurement, themes that occur predominantly in the early literature.
TL;DR: In this paper, the authors describe the mentoring and coaching programs of the Coca-Cola Foods and present directions for future research and practice based on the company's experience and knowledge.
Abstract: Describes Coca‐Cola Foods’ mentoring and coaching programmes. Presents directions for future research and practice based on Coca‐Cola Foods’ experience.
TL;DR: In this paper, the authors used the defence mechanism test to identify the nature and strength of the individual's defences and match them to the critical events in the person's life that mobilized them.
Abstract: A critical element of leadership is the capacity to tolerate uncertainty, both one’s own and that of followers. The larger and more complex the enterprise and the more responsible the position in it, the greater the time‐span of uncertainty and hence the greater the requisite capacity of the leader to live and work with it. This capacity is a function of the individual’s emotional development and emergent pattern of defences. The Defence Mechanism Test is a powerful tool in identifying the nature and strength of the individual’s defences. These can be matched to the critical events in the person’s life that mobilized them. Gives case examples to show that use of those data in assessment of people for leadership positions makes it possible to estimate the individual’s time‐span and to predict his/her effectiveness in the context of a specific leadership position.
TL;DR: In this article, the authors compared the values and behaviour of senior managers in technical education in the UK and Egypt and found that culture difference is a significant factor and that Western management models and concepts are not necessarily transferable to other cultures.
Abstract: Examines and compares the values and behaviour of senior managers in technical education in the UK and Egypt. Uses the values survey module questionnaire designed by Hofstede on matched samples of principals, vice‐principals and heads of department from the UK and Egypt. Details the results which show that culture difference is a significant factor and that Western management models and concepts are not necessarily transferable to other cultures. Studies the nature of culture and culture difference and finds it to be a complex issue dependent on factors such as the predominant religious beliefs of the country. Concludes that Western management tools need to be adapted and refined to fit the cultural context of recipient countries, and argues that the central factor in the success or failure of inter‐cultural encounters in management is inter‐personal communication.
TL;DR: The faces model as mentioned in this paper is a new model of team development which describes teams using five common patterns, called "faces", and assumes that teams wear one face, then move to wearing another in a somewhat random order, unless members proactively drive their teams to wear a face or engage in a pattern which they believe is more desirable than the others.
Abstract: Presents the faces model, a new model of team development which describes teams using five common patterns, called “faces”. The model assumes that teams wear one face, then move to wearing another in a somewhat random order, unless members proactively drive their teams to wear a face or engage in a pattern which they believe is more desirable than the others. Describes the “performance” face in detail, since it is the most desirable pattern for most teams in organizations. Also describes approaches for moving typical teams from each of the other faces to the performance face. Takes issue with many popular development models which describe most groups as moving through a specific sequence of patterns.
TL;DR: In a more recent study, this paper found that male leaders show greater tendency to pathological narcissism, while female leaders are more inclined to renounce their role, and the differences between males and females in this area revert to the Greek myth.
Abstract: Develops from the Greek myth about Narcissus and Echo some contemporary aspects of normal and pathological narcissism. Narcissism is part of a normal developmental phase and reflects the universal need during early childhood, and later in life, to be loved and confirmed. However, there are many possibilities of being hurt in the course of this developmental phase and this experience will leave the individual with a narcissistic vulnerability. One way of handling this is to develop a pathological narcissism, the most prominent characteristics of which are: egocentricity, extreme sensitivity to criticism, strong projective tendencies, lack of empathy as well as fantasies of grandiosity, open or concealed. The need for power may be compensatory for inner powerlessness and lack of self‐esteem. A leader will be more or less influenced by the role he/ she plays and by group processes in the organization. Today’s leaders are often influenced by criticism from inside and outside and this may foster narcissistic defences. Male leaders show greater tendencies to pathological narcissism, while female leaders are more inclined to renounce their role. Some research indicates that successful female leaders have all had very good relationships with their fathers. The differences between males and females in this area revert to the Greek myth. Also questions whether some of these differences may be the result of different treatment given by mothers to sons and daughters.
TL;DR: Lloyd and Lloyd as mentioned in this paper discuss the concept of servant-leadership in the context of the Robert Greenleaf Center and the role of the individual as a leader in the development of The Servant as Leader.
Abstract: Presents Bruce Lloyd in discussion with Larry Spears, Executive Director of the Robert Greenleaf Center and editor of several publications which developed the work of Robert Greenleaf in The Servant as Leader. This suggested that we need radically to rethink how we relate to each other in our institutions, and that leadership needs to be based, first and foremost, on meeting the needs of others. Not only is the concept of servant‐leadership now being put forward as a good idea in theory, but it can also be justified on the grounds that it produces superior results in practice. It challenges the traditional hierarchical, power‐driven model and replaces it with a more democratic and learning‐focused approach. Spears believes that the next decade is likely to show how more organizations are successfully operating with servant‐leadership and this will inspire others to follow.
TL;DR: In this article, a survey of followership types at three UK companies: the Halifax, a regional electricity company and Thorntons, was conducted to find out what types of followers tend to predominate.
Abstract: While organizations are composed largely of people who follow orders, followers and followership skills are a neglected area of research. Presents the results of a survey of followership types at three UK companies: the Halifax, a regional electricity company and Thorntons. Suggests that an organization’s culture determines the dominant leadership style, and that this in turn has an influence over what types of followers tend to predominate. Recommends that organizations should not only pay due regard to training their followers, but that further action to amend an unhelpful culture and dysfunctional patterns of leadership should also be considered.
TL;DR: For example, this paper found that over one half of the participants viewed their cross-functional team's work as unsuccessful, and these same individuals felt less optimistic about crossfunctional teams than they had before participating in one.
Abstract: Organizations are increasingly using cross‐ functional teams to address broad‐scale organizational problems, and the potential of such teams is undeniable. Bringing a cross‐functional perspective to organizational problems help build understanding, problem‐solving capabilities, co‐ordination, communication and, ultimately, improved quality and productivity. While the benefits are many, this study highlights the challenges. Over one‐half of the participants viewed their cross‐functional team’s work as unsuccessful, and these same individuals felt less optimistic about cross‐functional teams than they had before participating in one. While it is apparent that organizational leaders, are enthusiastically embracing team efforts, calls for additional analysis to explore the unique challenges of cross‐functional teams so organizations can consistently benefit from their efforts. Examines those factors that contributed to the success of the teams in this study and offers recommendations for working with cross‐functional teams.
TL;DR: The authors compared repertory grids and focused group discussions with a modified version of the twenty statements test (TST), a method originally developed to measure self-concept, making the comparison on the basis of three criteria: the levels and elements of culture accessed by different methods; the amount and usefulness of the information gathered; and the ease of use of the methods.
Abstract: Compares two pre‐existing methodologies for accessing culture ‐ repertory grids and focused group discussions ‐ with a modified version of the twenty statements test (TST), a method originally developed to measure self‐concept. Makes the comparison on the basis of three criteria: the levels and elements of culture accessed by the different methods; the amount and usefulness of the information gathered; and the ease of use of the methods. Bases the comparison of the methods on information gathered from 158 participants in a major UK company. Concludes that the modified TST has most potential as a method for accessing culture in organizations. Concludes also that the conceptualization of aspects of culture needs to be clearer and more focused if progress in understanding about the content and consequences of culture is to be made.
TL;DR: A review of psychoanalytic contributions to authority and leadership issues can be found in this paper, where the personality of a leader can affect the responses of his/her followers.
Abstract: Provides a review of the psychoanalytic contributions to authority and leadership issues. Notes how the personality of the leader can affect the responses of his/her followers. Considers the risks involved in this process.