Assessing the developmental components of managerial jobs.
01 Aug 1994-Journal of Applied Psychology (American Psychological Association)-Vol. 79, Iss: 4, pp 544-560
TL;DR: The Developmental Challenge Profile (DCP) as mentioned in this paper is an instrument for assessing the developmental components of managerial jobs, which is used in the evaluation of on-the-job learning, job transitions, objective features of the jobs, and psychological states of the job incumbents.
Abstract: The authors describe the development of and build validity evidence for the Developmental Challenge Profile (DCP), an instrument for assessing the developmental components of managerial jobs. Factor analysis of responses from 692 managers resulted in the creation of 15 DCP scales. Assessments of internal consistency, confirmation of the factor structure, and test-retest reliability provided further psychometric support for the scales. The existence of expected relationships between the scales and reports of on-the-job learning, job transitions, objective features of the jobs, and psychological states of the job incumbents provided validity evidence and supported use of these scales in management development research and applications
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TL;DR: Work-family enrichment as discussed by the authors is defined as the extent to which experiences in one role improve the quality of life in the other role, and it is used as a way to measure the effect of work-life transitions.
Abstract: We define work-family enrichment as the extent to which experiences in one role improve the quality of life in the other role. In this article we propose a theoretical model of work-family enrichment and offer a series of research propositions that reflect two paths to enrichment: an instrumental path and an affective path. We then examine the implications of the model for future research on the work-family enrichment process.
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TL;DR: Evidence for the buffering role of various job resources on the impact ofVarious job demands on burnout is provided and the future of the JD-R theory is looked at.
Abstract: The job demands-resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning. (PsycINFO Database Record
2,309 citations
TL;DR: A recent review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development as mentioned in this paper.
Abstract: Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations
2,049 citations
TL;DR: A 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria and suggested that the differential relationships between challenge stressor and hindrance stressors and the more distal criteria were due, in part, to the mediating effects of job attitudes.
Abstract: In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.
1,561 citations
TL;DR: Regression results indicate that challenge-related self-reported stress is positively related toJob satisfaction and negatively related to job search.
Abstract: This study proposes that self-reported work stress among U.S. managers is differentially related (positively and negatively) to work outcomes depending on the stressors that are being evaluated. Specific hypotheses were derived from this general proposition and tested using a sample of 1,886 U.S. managers and longitudinal data. Regression results indicate that challenge-related self-reported stress is positively related to job satisfaction and negatively related to job search. In contrast, hindrance-related self-reported stress is negatively related to job satisfaction and positively related to job search and turnover. Future research directions are discussed.
1,466 citations
References
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Book•
01 Jan 1986TL;DR: The International Dimensions of Organizational Behavior as mentioned in this paper describes the approaches of successful managers in interacting with people from a wide range of cultures, including from Asia, Africa, Eastern and Western Europe, the Middle East, and people from both North and South America.
Abstract: Unlike many other books in the field that simply compare managers working at home in their various cultures, International Dimensions of Organizational Behavior describes the approaches of successful managers in interacting with people from a wide range of cultures, including from Asia, Africa, Eastern and Western Europe, the Middle East, and people from both North and South America.
3,127 citations
Book•
01 Jan 1985TL;DR: In this paper, a close look at relationships in the work place that enhance an individual's performance, development and career potential during the early, middle and late career years is presented, targeting three distinct audiences: individuals at every career stage, practicing managers and employees in all occupations and finally, human resource specialists, organizational researchers and psychologists.
Abstract: A close look at relationships in the work place that enhance an individual's performance, development and career potential during the early, middle and late career years. The author targets three distinct audiences: individuals at every career stage, practicing managers and employees in all occupations and finally, human resource specialists, organizational researchers and psychologists. Originally published in 1985 by Scott, Foresman and Company.
2,549 citations
"Assessing the developmental compone..." refers background in this paper
...In addition, mentoring and other developmental relationships can have an impact on managerial learning (Kram, 1988)....
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Book•
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01 Jun 1982
TL;DR: Gaines, Thompson, and Papolis as mentioned in this paper conducted a study on the differences in the behavior of General Manager's (GM) with respect to seven different kinds of GM jobs and found that the impact of size, age, performance level, and other factors on job demands.
Abstract: Contents Preface to the Paperback Edition Preface 1. INTRODUCTION The Participants in the Study A Few Examples: Gaines, Thompson, and Richardson The Findings and Their Presentations: Some Initial Comments The Organization of the Book The Major Themes 2. THE GENERAL MANAGEMENT JOBS: KEY CHALLENGES AND DILEMMAS The Jobs, the Context and the Emergent Demands Job Demands I: Challenges and Dilemmas Associated with the Responsibilities Job Demands II: Challenges and Dilemmas Associated with the Relationships The Overall Demands: A Summary Differences in Job Demands Seven Different Kinds of GM Jobs Different Business and Corporate Settings: The Impact of Size, Age, Performance Level, and Other Factors Summary and Discussion 3. THE GENERAL MANAGERS: PERSONAL AND BACKGROUND CHARACTERISTICS Common Personal Characteristics Basic Personality Knowledge and Relationships Job-related Reasons for the Similarities Common Background Characteristics Childhood Family Environment Educational and Career Experiences Possible Reasons for the Background Similarities Differences in Personal and Background Characteristics Age-related Differences Job-related Reasons for Individual Differences Main Factors Creating Misfits Summary and Discussion 4. GENERAL MANAGERS IN ACTION: PART I -- SIMILARITIES IN BEHAVIOR The Approach Agenda Setting Network Building Execution: Getting Networks to Implement Agendas Underlying Reasons for the Basic Approach Forces Behind the Agenda-setting Process Forces Behind the Network-building Process Forces Behind the Execution Process Manifestations of This Approach in Daily Behavior The Twelve Visible Patterns in How They Use Their Time A Specific Example Job-related Reasons for the Similarities Patterns Directly Related to Their Approach to the Job The Efficiency of Seemingly Inefficient Behavior Summary and Discussion 5. GENERAL MANAGERS IN ACTION: PART II -- DIFFERENCES IN BEHAVIOR The Basic Patterns The Range of Differences Antecedents Tom Long The Job and Its Context Tom Tom's Approach to the Job Daily Behavior Richard Papolis The Job and Its Context Richard Richard's Approach to the Job Daily Behavior Long and Papolis: A Few Final Observations Differences in Behavior, Their Antecedents, and Performance Summary and Discussion f0 6. SUMMARY, DISCUSSION, AND IMPLICATIONS FOR INCREASING GM PERFORMANCE Summary Job Demands The Personal Characteristics of Effective General Managers Similarities in the Behavior of Effective General Managers Differences in Behavior The Overall Findings: A Summary Comment Implications for Corporate Selection, Development, and Staffing Practices Finding GMs: Insiders or Outsiders Developing GMs Designing and/or Selecting Training Programs Matching People and Jobs Implications for Managing General Managers Helping New GMs Get Up to Speed The Role of Formal Planning and Performance Appraisal Allowing Appropriate Differences Minimizing the "I Can Do Anything" Syndrome Implications for Formal Education Admissions The Curriculum Career Management Broadening Perspectives Implications for Management Theory and Research Key Implications for Managerial Behavior Theory Key Implications for Research Topics Key Methodological Implications APPENDIX A THE STUDY The Process of Inquiry An Example of the Methodology in Action The Process in Retrospect: A Few Reflections APPENDIX B INTERVIEW GUIDES For Associates of the GMs For the General Managers APPENDIX C QUESTIONNAIRES The Strong-Campbell The Occupational Scales Other Scales The Background Questionnaire APPENDIX D RESUMES FOR THE GENERAL MANAGERS Gerald Allen Bob Anderson John Cohen Dan Donahue Frank Firono Terry Franklin Chuck Gaines Paul Jackson Tom Long Jack Martin Richard Papolis Richard Poullin Michael Richardson B.J. Sparksman John Thompson APPENDIX E APPRAISING GM PERFORMANCE The Method Employed The Rating Notes Bibliography Index
1,219 citations
Book•
01 Jan 1994
TL;DR: The Ceiling and the Wall: The Double Barrier to the Top of the Top and the Double barrier to the Bottom of the Wall is the double barrier between women and the top of the ladder.
Abstract: * Introduction * The Ceiling and the Wall: The Double Barrier to the Top * Up or Out: How Women Succeed, How They Derail * Perception Is Reality: The Narrow Band of Acceptable Behavior * Lessons for Success I: Its Not Enough to Work Hard * Lessons for Success II: Its Not Enough to Work Smart * Breaking the Class Ceiling: Making It to General Management * Hitting the Wall: Facing Limits, Finding Alternatives * The Future: Can Women Make It To The Top? * Epilogue: Where Are They Now?
618 citations
Book•
01 Jan 1986
TL;DR: In this article, the authors present a broader view of intelligence than simply that which is defined by performance in intelligence tests, and document the importance of intelligence not only in schools but in everyday life, including both job-related and domestic settings.
Abstract: The purpose of this book is to present a broader view of intelligence than simply that which is defined by performance in intelligence tests, and to document the importance of intelligence not only in schools but in everyday life, including both job-related and domestic settings. Practical Intelligence brings together 15 chapters by distinguished experts in the field. It includes four main parts, plus introductory and concluding chapters. The first part deals with intelligence as it operates in job-related settings. The second part deals with intelligence as it operates in other, everyday settings. The third part deals with the development of practical intelligence over the lifespan. The fourth part deals with the relations between practical intelligence, on the one hand, and culture and society, on the other. The chapters represent a diversity of theoretical and methodological perspectives. Together, they offer a comprehensive overview of the current state of thinking about practical intelligence.
613 citations
"Assessing the developmental compone..." refers background in this paper
...They are more similar to the kinds of tacit knowledge (ie, practical know-how) that Wagner and Sternberg (1986) have found that successful managers learn informally on the job....
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