A study of impending derailment and recovery of middle managers across career stages

Shipper, Frank; Dillard, John E.

doi:10.1002/1099-050x(200024)39:4<331::aid-hrm5>3.0.co;2-y

Cited by 60 publications

(44 citation statements)

References 27 publications

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“…Subsequent studies should likewise consider asking respondents for more information regarding the nature of the employment gap experience. In keeping with prior job search (e.g., Latack et al, ) and employment gap (e.g., Schneer & Reitman, ) research, we assume that individuals are highly motivated to limit the length of their employment gaps because of the detrimental effects on ego and career outcomes (Burke & McKeen, ; Shipper & Dillard Jr, ). It is possible, however, that individuals high in self‐esteem and/or emotional intelligence are slower to seek reemployment because they are more confident that they will find suitable reemployment.…”

Section: Discussionmentioning

confidence: 99%

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

et al. 2018

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Summary The job search literature addresses characteristics that facilitate reemployment but does not address the management of employment gaps. Building upon prior job search research, we suggest that facilitation‐based emotional intelligence reduces employment gaps through self‐esteem. Further, understanding‐based emotional intelligence moderates the negative relationship between employment gaps and subsequent employment fit. We test these hypotheses employing a multiwave data collection of 157 workers. At Time 1, undergraduate students completed a measure of self‐esteem and a test of facilitation‐ and understanding‐based emotional intelligence using the Mayer–Salovey–Caruso Emotional Intelligence Test© V2.0. Ten years later (Time 2), the same individuals reported their employment gaps, person–organization fit, and person–job fit. Findings suggest that facilitation‐based emotional intelligence is associated with higher self‐esteem, which in turn leads to reduced employment gaps. Additionally, understanding‐based emotional intelligence moderates the relationship between employment gaps and person–job fit such that low understanding‐based emotional intelligence enhances the negative relationship and high understanding‐based emotional intelligence neutralizes the relationship. This study contributes to the emotional intelligence, career management, and job search literatures by illustrating that emotional intelligence plays a role in preventing employment gaps and managing the difficulties associated with subsequent reemployment.

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Section: Discussionmentioning

confidence: 99%

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

et al. 2018

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“…Overconfident people persist in working on insolvable problems longer than people not so confident (Feather, 1968); overconfident business owners persist in outmoded strategies when economic conditions change (Audia, Locke, & Smith, 2000). Poor-performing business managers who overrate themselves are the ones most likely to be derailed in their careers (Shipper & Dillard, 2000).…”

Section: For Researchersmentioning

confidence: 99%

Flawed Self-Assessment

Dunning

Heath

Suls

2004

Psychol Sci Public Interest

1,435

412

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Research from numerous corners of psychological inquiry suggests that self-assessments of skill and character are often flawed in substantive and systematic ways. We review empirical findings on the imperfect nature of self-assessment and discuss implications for three real-world domains: health, education, and the workplace. In general, people's self-views hold only a tenuous to modest relationship with their actual behavior and performance. The correlation between self-ratings of skill and actual performance in many domains is moderate to meager-indeed, at times, other people's predictions of a person's outcomes prove more accurate than that person's self-predictions. In addition, people overrate themselves. On average, people say that they are "above average" in skill (a conclusion that defies statistical possibility), overestimate the likelihood that they will engage in desirable behaviors and achieve favorable outcomes, furnish overly optimistic estimates of when they will complete future projects, and reach judgments with too much confidence. Several psychological processes conspire to produce flawed self-assessments. Research focusing on health echoes these findings. People are unrealistically optimistic about their own health risks compared with those of other people. They also overestimate how distinctive their opinions and preferences (e.g., discomfort with alcohol) are among their peers-a misperception that can have a deleterious impact on their health. Unable to anticipate how they would respond to emotion-laden situations, they mispredict the preferences of patients when asked to step in and make treatment decisions for them. Guided by mistaken but seemingly plausible theories of health and disease, people misdiagnose themselves-a phenomenon that can have severe consequences for their health and longevity. Similarly, research in education finds that students' assessments of their performance tend to agree only moderately with those of their teachers and mentors. Students seem largely unable to assess how well or poorly they have comprehended material they have just read. They also tend to be overconfident in newly learned skills, at times because the common educational practice of massed training appears to promote rapid acquisition of skill-as well as self-confidence-but not necessarily the retention of skill. Several interventions, however, can be introduced to prompt students to evaluate their skill and learning more accurately. In the workplace, flawed self-assessments arise all the way up the corporate ladder. Employees tend to overestimate their skill, making it difficult to give meaningful feedback. CEOs also display overconfidence in their judgments, particularly when stepping into new markets or novel projects-for example, proposing acquisitions that hurt, rather then help, the price of their company's stock. We discuss several interventions aimed at circumventing the consequences of such flawed assessments; these include training people to routinely make cognitive repairs correcting for bia...

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“…Despite the costly outcomes of managerial derailment, very little research has investigated factors that relate to derailment, the potential to derail, or even perceptions of derailment. Previous derailment research has shown that lack of managerial skills or certain aspects of a manager's personality may relate to derailment or perceptions of potential derailment (Gentry, Mondore, & Cox, 2007; Hogan & Hogan, 2001; Shipper & Dillard, 2000). The present research extends what is known about antecedents of the perceptions of characteristics and behaviors that may lead to potential derailment.…”

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confidence: 99%

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

Gentry

Shanock

2008

J Applied Social Pyschol

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Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle‐down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct‐report, and self‐ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.

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A study of impending derailment and recovery of middle managers across career stages

Cited by 60 publications

References 27 publications

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

Flawed Self-Assessment

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

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A study of impending derailment and recovery of middle managers across career stages

Cited by 60 publications

References 27 publications

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

Managing the self‐esteem, employment gaps, and employment quality process: The role of facilitation‐ and understanding‐based emotional intelligence

Flawed Self-Assessment

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

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Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹