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  • 1
    Electronic Resource
    Electronic Resource
    Does the Composition and Practice of Boards of Directors Bear Any Relationship to the Performance of their Companies? (2004)
    Oxford, UK : Blackwell Publishing Ltd.
    Corporate governance 12 (2004), S. 0 
    Details
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Board composition data and evaluations about how listed-company boards actually performed in 1997 were related to the performance of their companies over the ensuing three years. Statistical analyses were conducted on the relationships between Board Composition, Practice and Potential in 1997 and subsequent Company Performance, based on measures of Cash Flow Return on Total Assets (CFROTA) and Sales Turnover. Hypotheses were formulated in relation to three theories of the board and to various principles of the Combined Code and recommendations of the Higgs Review. Most were not supported and the results generally provide scant support for the main theories of the board. Board practice on the tasks was generally not linked to company performance, whereas board potential was significantly related on six of the 16 tasks of the board. Possible explanations for these findings are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8683.2004.00368.x
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  • 2
    Electronic Resource
    Electronic Resource
    Emotional intelligence - A review and evaluation study (2000)
    Bradford : Emerald
    Journal of managerial psychology 15 (2000), S. 341-372 
    Details
    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
    URL: http://dx.doi.org/10.1108/02683940010330993
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  • 3
    Electronic Resource
    Electronic Resource
    Measuring emotional intelligence: content, construct and criterion-related validity (2003)
    Bradford : Emerald
    Journal of managerial psychology 18 (2003), S. 405-420 
    Details
    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
    URL: http://dx.doi.org/10.1108/02683940310484017
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  • 4
    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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  • 5
    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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  • 6
    Electronic Resource
    Electronic Resource
    Assessing leadership styles and organisational context (2005)
    Bradford : Emerald
    Journal of managerial psychology 20 (2005), S. 105-123 
    Details
    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
    URL: http://dx.doi.org/10.1108/02683940510579759
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  • 7
    Electronic Resource
    Electronic Resource
    A model of command, leadership and management competency in the British Royal Navy (2005)
    Bingley : Emerald
    Leadership & organization development journal 26 (2005), S. 228-241 
    Details
    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
    URL: http://dx.doi.org/10.1108/01437730510591770
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  • 8
    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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  • 9
    Electronic Resource
    Electronic Resource
    AN EMPIRICAL STUDY OF A U.K.-BASED ASSESSMENT CENTRE [I] (1984)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 21 (1984), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1984.tb00225.x
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  • 10
    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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