Assessing leadership derailment factors in 360° feedback

Tang, King Yii; Dai, Guangrong; Meuse, Kenneth P. De

doi:10.1108/lodj-07-2011-0070

Cited by 17 publications

(4 citation statements)

References 39 publications

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“…Previous work suggests the former. Practitioner (e.g., Capretta, Clark, & Dai, 2008;Dotlich & Cairo, 2003;Zhang et al, 2013) and research (e.g., Hogan, Hogan, & Kaiser, 2010;Inyang, 2013;Tang, Dai, & De Meuse, 2013;Van Velsor & Leslie, 1995) literatures on derailment converge in arguing that self-awareness, coaching, and leadership development can help managers correct their courses. In case studies, both "Michelle" (Lombardo & Eichinger, 1989) and "Angela" (Capretta, Clark, & Dai, 2008) were female managers regarded as bright but arrogant, alienating peers, or subordinates.…”

Section: Practical Implicationsmentioning

confidence: 99%

Dropped on the way to the top: Gender and managerial derailment

Bono

Braddy

Liu

et al. 2016

Personnel Psychology

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We attempt to make sense of ongoing gender disparities in the upper ranks of organizations by examining gender bias in leaders’ assessments of managers’ derailment potential. In a large managerial sample (Study 1: N ∼ 12,500), we found that ineffective interpersonal behaviors were slightly less frequent among female managers but slightly more damaging to women than men when present. Evidence of bias was not found in performance evaluations but emerged when leaders were asked about derailment potential in the future. We replicated this pattern of effects in a second large managerial sample (Study 2: N ∼ 35,500) and in two experimental studies (Studies 3 and 4) in which gender and interpersonal behaviors were manipulated. In Study 4, we also showed that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship, which are especially critical for women's career advancement. Our research highlights the importance of leaders’ perceptions of derailment potential—which differ from evaluations of performance or promotability—both because they appear to be subject to stereotype‐based gender bias and because they have important implications for the mentoring and sponsorship that male and female managers receive.

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Section: Practical Implicationsmentioning

confidence: 99%

Dropped on the way to the top: Gender and managerial derailment

Bono

Braddy

Liu

et al. 2016

Personnel Psychology

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“…Tang et al [96] aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position-levels and impact of self-other agreement. Since, derailed managers can engender a negative impact at the individual, team and organizational levels, such leaders do not build cohesive teams, or achieve desired business results, windless the morale of coworkers, and fail to meet business objectives.…”

Section: Effects Of Negative Leadership On the Performance Of Architementioning

confidence: 99%

“…Since, derailed managers can engender a negative impact at the individual, team and organizational levels, such leaders do not build cohesive teams, or achieve desired business results, windless the morale of coworkers, and fail to meet business objectives. According to Tang et al [96], derailed managers and executives shared one and more of the following characteristics, such as having problems with interpersonal relationships; failed to effectively hire, build and lead teams; experienced difficulty to adapt or change;…”

Section: Effects Of Negative Leadership On the Performance Of Architementioning

confidence: 99%

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Negative Leadership in Architectural Design Offices

Kasapoğlu¹

2019

Dark Sides of Organizational Behavior and Leadership

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Building projects performed by a design team, which include the architectural, structural, and building services teams. The success of the project depends on the performance of each team. When a large number of people are working on a project, a high level of successful teamwork is required. As in all teams, an architectural design team needs a leader and, in this case, the owner of the office is the formal leader of the design team. Generally, architects are leaders of both the architectural design team and the design team. As the leader of both groups, the relationship between the leader architect and the groups directly related to the project's success. If the personal objectives of every team member united with the team objectives, members will be more eager to achieve the team objectives. The behaviors of the lead architect are important factors in the performance of the design team in a construction project. The purpose of this study is emphasizing the importance of leadership in architectural design teams. The chapter will mainly focus on the effects of negative leadership on architectural design offices and on how leadership behaviors affect the performance of the design team.

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Cohort‐based leadership development for high‐potential employees: A model for programmatic design

Bialek

Hagen

2021

Human Resource Dev Quarterly

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Leadership development is a top priority for many organizations and a critical driver of success. This qualitative case study research examined ways participation in a cohort‐based LDP contributed to HiPo employee's leadership development for the purpose of talent management, including an examination of which programmatic components help promote participant growth. This study illustrates the importance of, and methods to support, better leadership development outcomes for HiPos to improve talent management efforts. This research utilized a method for qualitative analysis and was conducted using a constant comparative method, requiring new findings and interpretations be compared with those previously found during analysis. Data included end‐of‐program graduate evaluations, semi‐structured interviews, and manager evaluation surveys. Findings support the importance of 360‐feedback and peer coaching as part of HiPo employee development. Each of these simultaneously improves self‐awareness, human capital, networking, and participant well‐being; the resulting model provides an illustration of the relationships found.

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Assessing leadership derailment factors in 360° feedback

Cited by 17 publications

References 39 publications

Dropped on the way to the top: Gender and managerial derailment

Dropped on the way to the top: Gender and managerial derailment

Negative Leadership in Architectural Design Offices

Cohort‐based leadership development for high‐potential employees: A model for programmatic design

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