Managerial effectiveness in a global context

Leslie, Jean; Dalton, Maxine; Ernst, Christopher; Deal, Jennifer J.

doi:10.35613/ccl.2002.2008

Cited by 18 publications

(10 citation statements)

References 129 publications

(118 reference statements)

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“…The data in the present study were collected as part of a broader project conducted by the Center for Creative Leadership (see Leslie, Datton, Ernst, & Deal, 2002). The participants were 179 managers (87% male) from four large organizations: A Swiss pharmaceutical company ( N =85), a Swiss hospitality and service organization ( N =39), a Swedish truck manufacturing company ( N =35), and a US high tech manufacturing company ( N =20).…”

Section: Methodsmentioning

confidence: 99%

Complexity in the relationships among the subdimensions of extraversion and job performance in managerial occupations

Minbashian

Bright

Bird

2009

J Occupat & Organ Psyc

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The present study investigated differential relationships, nonlinear relationships, and multiplicative relationships among the subdimensions of extraversion (agency and affiliation) and job performance (getting ahead and getting along) for a sample of 179 managers. We found that: (i) agency was positively related to getting ahead performance, whereas affiliation was unrelated to getting ahead; (ii) agency had an inverted-U relationship with getting along performance; and (iii) there was a multiplicative effect of agency and affiliation on getting along. The findings provide insight into the nature of the relationship between extraversion and managerial performance, the level of breadth at which to represent these variables for optimal prediction and explanation, and the use of extraversion measures for selection purposes.

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Section: Methodsmentioning

confidence: 99%

Complexity in the relationships among the subdimensions of extraversion and job performance in managerial occupations

Minbashian

Bright

Bird

2009

J Occupat & Organ Psyc

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“…b. ns reflect subsets of the original sample in cases where criterion data were only available for that subset. 11 5 4 6 5 9 12 6 2 2 2 2 2 2 2 2 2 2 2 2 3 2 2 2 2 2 2 2 2 5 3 6 2 2 2 2 4 Black & Porter (1991) Bolino & Feldman (2000) [ [ Caligiuri (2000) [ Caligiuri & Tung (1999) [ Dalton & Wilson (2000) [ [ [ [ [ [ Deller (2000) [ Feldman & Thomas (1992) [ de Cueto (2004) [ ) Grösch (2004 [ [ [ [ [ [ Gross (2002) [ Guthrie & Zektick (1967) [ Harrison & Shaffer (2001) [ [ [ Kraimer et al (2001) [ Leslie, Dalton, Ernst, & [ [ [ [ [ Deal (2002) Liu ( 2003) …”

Section: Categorizationmentioning

confidence: 99%

Predicting Expatriate Job Performance for Selection Purposes

Mol

Born

Willemsen³

et al. 2005

Journal of Cross-Cultural Psychology

230

218

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This article meta-analytically reviews empirical studies on the prediction of expatriate job performance. Using 30 primary studies (total N = 4,046), it was found that predictive validities of the Big Five were similar to Big Five validities reported for domestic employees. Extraversion, emotional stability, agreeableness, and conscientiousness were predictive of expatriate job performance; openness was not. Other predictors that were found to relate to expatriate job performance were cultural sensitivity and local language ability. Cultural flexibility, selection board ratings, tolerance for ambiguity, ego strength, peer nominations, task leadership, people leadership, social adaptability, and interpersonal interest emerged as predictors from exploratory investigations (K < 4). It is surprising that intelligence has seldom been investigated as a predictor of expatriate job performance.Keywords: expatriate; job performance; selection; meta-analysis; predictive validity; Big Five; criterion; criteriaResearch aimed at improving expatriate selection practices shows characteristics of a domain in its pre-paradigmatic state. According to Kuhn (1962), the pre-paradigmatic period is typified by a lack of cohesion and consensus about research methods and objects, by the appearance of schools of thought, and by a conflict between these schools. Although there is little evidence of a conflict, the lack of cohesion and consensus about research objects is striking within the expatriate management literature. On the basis of either a theory or a review of earlier empirical work, many authors (e.g., Arthur & Bennett, 1995;Brislin, 1981;Gudykunst & Hammer, 1984;Hannigan, 1990;Jordan & Cartwright, 1998;Kealey, 1996;Kealey & Ruben, 1983;Leiba-O'Sullivan, 1999;Mendenhall & Oddou, 1985;Ones & Viswesvaran, 1997;Ronen, 1989) have compiled substantive lists of predictors that almost consistently show more uniqueness than overlap when compared to one another. For example, whereas Arthur and Bennett (1995) identify job knowledge and motivation, relational skills, flexibility/adaptability, extracultural openness, and family situation as factors that appear to contribute to international assignment success, Ones and 590 AUTHORS' NOTE: This research was supported in part by funding from GITP International BV, Nijmegen, The Netherlands. The opinions expressed by the authors are their own and do not necessarily reflect the views of GITP International BV. The authors would like to thank M. Evelina Ascalon for her valuable comments that inspired this study, Marieke van Onna, Lidia Arends and Niels Smits for their statistical advice, and, Margaret Shaffer, Maxine Dalton, Kevin Williams, Judith Volmer and others who kindly answered inquiries about their data. Viswesvaran (1997) focus on the Big Five personality dimensions (emotional stability, extraversion, openness to experience, agreeableness, and conscientiousness) in the prediction of aspects of expatriate success. It is difficult to find a common denominator within these lists (cf. Sinangi...

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“…What are those new roles mangers are required to be played for effective team management? (Leslie, Dalton, Ernst, & Deal, 2002) in their study investigated what managerial roles listed by Mintzberg (1990) are effective and ineffective in global context. The study classify manager in to low and high global context in terms of number of countries a manager manages, and the number of times zones a manager works in.…”

mentioning

confidence: 99%

Role of Manager in Geographically Distributed Team; A Review

Seshadri¹,

Elangovan²

2019

JOM

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Geographically Distributed Team is a team where members are dispersed in different locations across the globe and collaborate together to achieve a common goal. Such kind of team have the characteristics of both virtual team and global team. The team members work from far flung locations and relying heavily on computer mediated communication tools to interact and to collaborate with each other. The members work in different time zones and are culturally diverse. Managing such distributed team requires a different set of competence than a collocated team. The team leader or manager not only have to manage a team who may have never met or worked with each other before but also have different cultural orientation, working style, values and behaviours. This paper reviews research studies highlighting the managerial challenges of geographically distributed teams as faced by team leaders/ managers and also discuss managerial roles and behaviours that have been found to be effective in overcoming those challenges and to build an effective distributed team.

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Managerial effectiveness in a global context

Cited by 18 publications

References 129 publications

Complexity in the relationships among the subdimensions of extraversion and job performance in managerial occupations

Complexity in the relationships among the subdimensions of extraversion and job performance in managerial occupations

Predicting Expatriate Job Performance for Selection Purposes

Role of Manager in Geographically Distributed Team; A Review

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