This study investigates how individual-and unit-level performance can be fostered by supervisors' behavioural styles (managerial coaching) and the personal relationship between supervisor and subordinate (leader-member exchange, LMX). The JD-R model holds that good leadership serves as a job resource and triggers a motivational process that will lead through work engagement to good performance. This study first introduces and validates novel measurement instruments for managerial coaching, LMX, and self-rated performance. Then, the study utilizes multilevel methodology (MSEM) to investigate the connections between study variables at the individual-and unitlevel. A sample from two organizations (N = 655) was utilized in the measurement validation and a sample from multiple organizations (N = 879) in the hypothesis testing. Samples using self-rating measurements were collected from different Finnish organizations between 2011 and 2012. The results show that, while managerial coaching was connected more to the unit-level performance, LMX had stronger effect to the individual performance and work engagement, which was connected with the unit-level performance. Analysing two leadership constructs at the same time suggests that there are different mechanisms driving managerial coaching and the LMX relationship in the motivational process and towards good performance as the JD-R model proposes. The study also contributes to literature by introducing and validating measurement instruments.

This paper seeks some answers to the question "What should leaders actually do in their units if they want to support learning which contributes to the capability of the organization". This study represents one step in conceptualising and empirically examining knowledge leadership. Both qualitative and quantitative methods were used. As a result of a qualitative study hypothetical ideal model emerged, on the basis of which an instrument of evaluation was created. By means of this it was possible to verify the ideal model with respect to the empirical material and study the implementation of the phenomenon in practice. Factor analysis showed that the most central dimensions of knowledge management are orienteering learning, creating climate that supports learning, supporting learning process at group and individual level, and being a role model. Furthermore, it is explained how knowledge management is manifested in the activity of the leaders.

Purpose – The purpose of this qualitative paper is to seek more understanding of the elements important to the psychological contracts of working Millennials. The study also presents the implications of those findings for human resource management practices. Design/methodology/approach – Empirical data were collected from Facebook using the method of empathy-based stories (MEBS). A sample of working Millennials describes the factors they saw as motivating and desirable in working life. Findings – The findings are in line with previous quantitative studies in western countries, which reveal constant learning and developing at work; interesting, challenging, and varied tasks; social relations and the supervisor’s behaviour; reciprocal flexibility concerning timetables and working hours; and a good work-life balance to be important factors. However, the findings indicate that the desire to develop competences, and factors related to time may be even more significant for Millennials than previous literature on psychological contracts has suggested. Neither monetary issues nor a desire for long-term contracts emerged clearly as important factors from the material, showing that the manifestations of some elements that are important in the formulation of the psychological contract vary in different contexts. Practical implications – The findings of this study indicate that employing Millennials challenges HR professionals to develop HR practices that offer flexible time structures, systematic and individual development procedures, and a coaching form of leadership. Originality/value – The paper exhibits a methodological innovation in using Facebook as a vehicle for data gathering. Additionally it applies the MEBS: a method still rare in research in the field of business.

PurposeThis research sets out to achieve three goals: first, to discover the most important management development areas specified by Finnish managers; second, to discover the intentions of Finnish managers in management development on a personal level and with the support of organizations; and third, to compare the above mentioned aspects and to compare those also with competency models presented in the literature.Design/methodology/approachThe empirical data were gathered through an internet survey. The sample consists of 2,500 middle and senior managers from different industries in the Finnish private sector. Altogether 794 responses were received, giving a response rate of 32.FindingsThis study revealed that there are a lot of managers who do not have any specific development intentions for themselves. In organizations where management development was both well organized and connected to strategic management, managers were more consciously aware of the development needs at a personal as well as at a general level. Additionally the study revealed that the development intentions of the managers differed from the ideas presented by the scholars in literature on management competencies. Technical and business skills were emphasized, while social skills and intrapersonal skills were neglected.Research limitations/implicationsMore detailed qualitative study is needed in order to understand managers' personal interpretations of their development needs.Practical implicationsManagers in organizations should first be educated in management competencies, management development and learning issues, before they can become thoroughly conscious about their own competencies and development needs. Those who can provide help in these matters are human resource professionals, researchers and consultants.Originality/valueThe paper provides useful information on the development needs of management.

Purpose – The purpose of this paper is to examine some perceptions of Millennials concerning what makes work motivating, and discuss their implications for human resource management (HRM) practices. Design/methodology/approach – Empirical data were collected via Facebook using the method of empathy-based stories (MEBS). The theoretical framework is grounded in the literature on motivation. Findings – The full-time working Millennials wrote more about intrinsic motivators than extrinsic ones. Additionally, there were several dichotomies of positive and negative factors causing motivation/demotivation. Thus, the results contradict to some extent with the ones of Herzberg's. The stories revealed that the most important things having an effect on motivation were an interesting, varying and flexible job and good relationships with colleagues and supervisor. Practical implications – The results revealed some particular factors that should be considered when designing HRM practices to dovetail with the motivational drivers of the Millennials: flexibility, work-life balance, convenient social relationships, need for coaching-based leadership and the opportunity to develop. Social implications – Due to retirements and shrinking generations, the impact of Generation Y is increasing in the workforce. Thus, recognising its motivational factors is important. Originality/value – The originality of the study partly rests in its methodological innovativeness. Often adopted by sociologists, this study introduces the method of MEBS to the business field. Furthermore, Facebook is still seldom used in data gathering. While much of the extant research on Generation Y is quantitative in nature, the adoption of a qualitative approach allows for the voice of Generation Y to be heard.