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  • Articles  (5)
  • 1995-1999  (5)
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  • Articles  (5)
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  • 1
    Electronic Resource
    Electronic Resource
    Can emotional intelligence be measured and developed? (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 242-253 
    Details
    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
    URL: http://dx.doi.org/10.1108/01437739910287117
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Top team processes: does 6 + 2 = 10? (1998)
    Bradford : Emerald
    Journal of managerial psychology 13 (1998), S. 47-62 
    Details
    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
    URL: http://dx.doi.org/10.1108/02683949810369129
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  • 3
    Electronic Resource
    Electronic Resource
    The development of standards of good practice for boards of directors (1995)
    Bradford : Emerald
    Executive development 8 (1995), S. 13-17 
    Details
    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
    URL: http://dx.doi.org/10.1108/09533239510095484
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  • 4
    Electronic Resource
    Electronic Resource
    Predicting Advancement to Senior Management from Competencies and Personality Data: A Seven-year Follow-up Study[The author] (1999)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 10 (1999), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This study tracked the career progress of general managers over a seven-year period. The main aim was to identify those competencies (skills, abilities, values) and personality characteristics assessed seven years ago which are associated with current success and rate of advancement. The sample consisted of 72 out of 100 managers who had been assessed on the Henley General Management Course in 1988/89. Comparisons were made between their current salary and responsibilities and the equivalent data gathered in 1988/89. Factor analysis revealed two main criteria of success: current seniority and rate of advancement. Correlations were computed between these two factors and assessments of competencies (by the managers and their boss) and their personality profiles derived from the occupational personality questionnaire. The sample was also divided into discrete groups of ‘high fliers’ and ‘low fliers’, based on their respective rate of advancement. Almost all of the ‘high flier’ group are now directors, and receive an average salary of £80 000 (compared to the mean for the total group of £29 000 in 1988/89). Ten characteristics differentiated the ‘high-fliers’. These included: willingness to take risks; an exceptional ability to manage and motivate staff; a need to achieve really demanding targets and a strong competitive streak.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.00108
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  • 5
    Electronic Resource
    Electronic Resource
    The Priorities and Performance of Boards in UK Public Companies (1999)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 7 (1999), S. 0 
    Details
    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
    URL: http://dx.doi.org/10.1111/1467-8683.00145
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    Paper (German National Licenses)
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