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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 21 (1984), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 7 (1999), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This study investigated the tasks and performance of the boards of UK listed companies. Questionnaires were sent to Chairmen of these companies and 134 responses were received from a reasonable cross-section. First, chairmen were invited to rate the importance of each of sixteen key tasks to their own board, and second, to estimate how much effort their board currently devotes to each. They were then asked to rate their board’s current performance and potential for improvement against the tests of good practice appropriate to each relevant task.The results provide evidence that boards are under pressure to fulfil ever-rising stakeholder and regulator expectations and to do more to promote the future prosperity of their companies. In addition, the study provides evidence that boards possessing a majority of executive directors consider that there is conspicuously greater potential for improvement in performance than those where non-executives are in the majority. Finally, the definitions of board responsibilities and tests of good practice used in the study have been shown to provide a comprehensive and robust template with which boards can assess their effectiveness.
    Type of Medium: Electronic Resource
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  • 3
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To develop a model clarifying the personal factors and behavioural characteristics (competencies) relevant to effective command, leadership and management in the Royal Navy. Design/methodology/approach - A questionnaire study was conducted on a sample of 261 Officers and ratings. Their performance was rated through the organisation's own rigorous appraisal process whilst personality and competency data were gathered through the use of the well-established occupational personality questionnaire (OPQ) and the relatively new leadership dimensions questionnaire (LDQ). Findings - The results provide support for the RN's current integrated approach to command, leadership and management by identifying four "supra-competency" clusters - conceptualising, aligning, interacting and creating success - and the related personality and leadership dimensions, which are correlated with high performance. Support for the validity of the LDQ and OPQ questionnaires is also produced by the results found from performance appraisal data. Research limitations/implications - The research was conducted within one establishment of one of the services (the RN). Further replication studies in other services and private sector companies are planned or underway. Practical implications - The model produced from this study is now being used by the British Royal Navy as the basis of command, leadership and management training and development and its use by the Admiralty Interview Board for Officer selection is currently under consideration. Some findings are generalisable to other organisations. Originality/value - This is a rare example of a study of leadership validated against formal performance appraisal data. The fact that conclusions are drawn from an appraisal system which conforms to best practice and from a highly representative sample, with a 97 per cent response rate, supports the value of these findings for both academic researchers and practitioners.
    Type of Medium: Electronic Resource
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  • 4
    Electronic Resource
    Electronic Resource
    Bradford : Emerald
    Journal of managerial psychology 13 (1998), S. 47-62 
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: This paper reports on the development of a questionnaire designed to measure the process aspects of the board as a working group. This initial study has been conducted among senior management teams due to the difficulty in gaining access to a sufficiently large sample of board teams at this development stage. The questionnaire was designed as one part of an investigation into standards of competence of boards of directors (Dulewicz et al. 1995; Institute of Directors, 1995). The questionnaire was distributed to the members of 54 "top teams". A factor analysis of the response identified 12 main dimensions of group process. Reliability measures of these dimensions, which proved to be acceptable, are also reported. Finally, results of correlations between these 12 measures and three measures of group performance, derived from the team performance questionnaire, showed that the 12 process measures are significantly related to performance, and so have some validity.
    Type of Medium: Electronic Resource
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  • 5
    Electronic Resource
    Electronic Resource
    Bradford : Emerald
    Journal of managerial psychology 15 (2000), S. 341-372 
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: This article reviews the literature on the subject of "emotional intelligence" (EQ) and attempts to pin-down and define this nebulous construct, using competency-based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency-based scales - intellectual intelligence (IQ) and managerial intelligence (MQ) - which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by "performance analysis" than "classic paper and pencil tests". In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of "success" than either measure alone.
    Type of Medium: Electronic Resource
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  • 6
    Electronic Resource
    Electronic Resource
    Bradford : Emerald
    Journal of managerial psychology 20 (2005), S. 105-123 
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Purpose - To investigate the new leadership dimensions questionnaire (LDQ) and a related framework for assessing an individual's leadership style in relation to the context in which the leader works; the three new LDQ sub-scales designed to measure organisational context, follower commitment and leader performance; and the relationship between personality and leadership.Design/methodology/approach - Research is reported on LDQ data from a large sample of leaders and managers (n 222) from a range of public and private organisations. A style score was calculated and then related to data on respondents' biographical - job function, gender, sector and nationality - and FFM personality data.Findings - Results show a reasonably even allocation across all three leadership styles and that the styles are independent of the four important biographical variables. They also show that the five FFM personality factors do not account for any additional variance on any of the styles at a significant level. Results on the factor structure of the organisational context, follower commitment and leader performance scales show them to be reliable scales.Research limitations/implications - A majority of the sample were from the UK, from the private sector and were male. This study did not incorporate measures of job performance or investigate the style and context link. The self-assessed, not the 360° version of LDQ was used.Practical implications - Some support is provided for the LDQ's use for leadership assessment and development, and for identifying potential, in both public and private sector organisations, with a standardisation sample of more than 1,000 now available. Results also show that the LDQ can be used without losing significant personality-related variance.Originality/value - LDQ provides a unique opportunity for managers to relate leadership dimensions to three different leadership styles - engaging, goal-oriented and involving - and, in turn, to the degree of organisational volatility faced by the leader, thus enabling respondents to identify the most appropriate style. Leader performance and follower commitment sub-scales should facilitate further research by academics into leadership performance.
    Type of Medium: Electronic Resource
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  • 7
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Emotional intelligence (EI) is a topic of growing interest. This article describes the design of a new tailored instrument to measure emotional intelligence, which was piloted on 201 managers. Data are presented showing its high reliability and validity. In particular, construct validity is demonstrated using the 16PF, Belbin team roles, Myers-Briggs type inventory and Type A behaviour. Seven elements (sub-scales) make up the total questionnaire - self-awareness; influence; decisive; interpersonal sensitivity; motivation; integrity; and resilience. These are defined in detail, and guidance is given on administration, and reporting which is done through an expert system. Advice on how the results can be used for personal development is also given. Finally, suggestions are put forward for further work on appropriate organisational cultures to reinforce emotional intelligence, and the issue of emotional intelligence and leadership.
    Type of Medium: Electronic Resource
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  • 8
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Many authors claim there is a paucity of evidence for the validity of measures of emotional intelligence (EI). This paper summarises existing information on the reliability and validity of two measures of EI, the Dulewicz and Higgs EIQ and the Bar-on EQ-i. It also reports the results of a study on middle managers which investigated the degree to which these two EI instruments measure the same constructs: their concurrent/criterion-related validity; and the relationship between EI and morale and stress at work. Correlations between the two instruments showed content and construct validity, with 16 out of the 20 hypothesised relationships between scales being significant. Correlations between various measures of morale and stress at work and EIQ demonstrated construct validity. Significant relationships were also found between EIQ and current job performance, thus providing further evidence of concurrent/criterion-related validity.
    Type of Medium: Electronic Resource
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  • 9
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This study, based on a comparison of the Combined Code Guidelines for non-executive directors between listed and unlisted boards, suggests that on unlisted boards non-executive directors have a greater degree of involvement in strategic development, financial monitoring, shareholder communication and overall board contribution than on listed boards, but a lesser degree of involvement in the monitoring of management, the setting of executive remuneration, the appointment and removal of executives, and succession planning. The importance of risk analysis and induction is considered high across both sectors, although board development and independence is considered less important on unlisted boards.
    Type of Medium: Electronic Resource
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  • 10
    ISSN: 0953-3230
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explains the model which underlies the Institute of Directors'Standards of Good Practice for Boards of Directors produced inassociation with Henley Management College. These standards were derivedfrom an extensive, rigorous research and consultation process over aperiod of two-and-a-half years involving over 1,000 directors. The modelconsists of three major parts: organizing and running the board;personal competences and knowledge; and the tasks of the board which aresupported by indicators of good practice.
    Type of Medium: Electronic Resource
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