Mentoring Impact on Leader Efficacy Development: A Field Experiment

Lester, Paul B.; Hannah, Sean T.; Harms, Peter D.; Vogelgesang, Gretchen R.; Avolio, Bruce J.

doi:10.5465/amle.2010.0047

Cited by 125 publications

(103 citation statements)

References 87 publications

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“…Dunn believe that: "People do not leave bad companies but only bad managers" (Stuart-Kotze & Dunn, 2011). This is also confirmed by other authors (for example Lester et al, 2011). Unprofessional managers cause serious crises which kill employees' motivation and effectively reduce their engagement in work.…”

Section: Global Leadership Crises As the Key Demotivator In The Contesupporting

confidence: 76%

The extent of managers’ motivation as a determinant of leadership quality

Wziątek-Staśko

2016

Ekonomia I Zarzadzanie

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A B S T R A C TMotivating to perform remains a very inspiring field of scientific studies. In spite of extensive research in this field, some areas, of niche nature, that require exploration can be identified. Motivating the managers is one of such areas, less popular but of tremendous importance in the process of managing a contemporary organisation. This article is theoretical and empirical. It was written to present the original results of empirical research focused on assessment of the motivation impact of 47 financial and non-financial tools by several hundred Polish managers. The research tool used in the study process was the questionnaire prepared by the author of this paper. Key preferences of the group of employees are an important source of information required in the process of optimising the effectiveness of managing the human capital and an entire organisation. K E Y W O R D S motivation, manager, motivation system, leadership, quality

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Section: Global Leadership Crises As the Key Demotivator In The Contesupporting

confidence: 76%

The extent of managers’ motivation as a determinant of leadership quality

Wziątek-Staśko

2016

Ekonomia I Zarzadzanie

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“…This suggests that learners need some degree of confidence in their abilities to perform leadership work (ie, LE) before other areas of leadership development are addressed. Further, our finding that experience by itself is not associated with LE suggests the requirement of other factors; indeed, experience accompanied by mentoring49 and developmental challenges and job supervision50 predicts higher LE.…”

Section: Discussionmentioning

confidence: 65%

Developmental readiness and leadership development in medicine

Saxena

Desanghere

Suryavanshi

2018

leader

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PurposeLeadership is a key competency for physicians. Based on the premise that not everyone benefits equally from leadership development programmes, the leader developmental readiness (LDR; ability and motivation to develop) construct has been proposed to account for the differences. The purpose of this project was to explore the relationship between LDR, leadership experience, leader behaviours and leader efficacy in medical learners.MethodSurvey data from 46 medical learners were collected in 2015–2016. Separate one-way analysis of variances, with between-group factors of leadership experience (<12 months, >12 months, 0 month), were carried out on LDR constructs of ability and motivation using five validated measures: motivation to lead, goal orientation, developmental efficacy, self-awareness and metacognitive ability. Spearman’s rank-order correlations were used to examine the relationship between LDR and experience with leader efficacy and leadership behaviours (transformational and transactional). Statistical significance was determined at p<0.05. Bonferroni corrections were applied for any multiple comparisons.ResultsSignificant main effects were observed for both ability and motivation to develop, showing lower scores on these variables for individuals with less leadership experience. Both experience and LDR constructs (motivation and ability) were shown to be significantly positively associated with transformational leadership behaviour (and not transactional leadership behaviour). The LDR constructs, but not leadership experience, were significantly positively associated with leader efficacy.ConclusionsThe positive correlation between LDR, experience, and transformational leadership behaviours and between LDR and leader efficacy is of value in leadership development. Understanding the developmental readiness of learners and how this affects leadership development is paramount to better inform personal leadership development and structure leadership development programmes for medical learners and physicians.

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“…A variety of constructs have been postulated as determinants of management role occupancy. These include educational experience (Eich, ), peer group (Day, ) mentors (Lester, Hannah, Harms, Vogelgesang, & Avolio, ; Muir, ) and training and developmental experiences (Day & Dragoni, ; Lacerenza, Reyes, Marlow, Joseph, & Salas, ). In nursing, previous research has also found that younger nurses were more interested in management than older nurses (Bulmer, ; Laschinger, Wong, & Grau, ).…”

Section: Introductionmentioning

confidence: 99%

Making a career in hospitals: Determinants of registered nurses’ aspirations to become a manager

Haaland

Olsen

Mikkelsen

2019

Journal of Advanced Nursing

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Aim To examine seven determinants of Registered Nurses’ aspirations to become a manager in four Norwegian public hospitals. Background Research evidence shows that nurses submit few applications to management positions. Understanding the determinants that influence nurses’ aspirations to become managers can provide healthcare organizations with important knowledge on the drivers and barriers in recruitment and on the development of nurse managers. Design This study adopted a cross‐sectional web‐based survey design. Method Logistic regression analysis based on 2,630 Registered Nurses’ responses to a self‐completion survey in a Norwegian regional health authority collected during October 2014. The overall response rate was 40%. Results Findings indicate that men and younger nurses are most likely to report an aspiration in management. The social support of an immediate supervisor and institutional stress are positively associated with an aspiration to become a manager; however, high experienced workloads have the opposite effect. Conclusion Healthcare organizations should work strategically to develop a human resource management policy that ensures that the organization develops the nurse managers it needs now and in the future. Impact This study addresses the challenge of having enough qualified nurse managers. The main findings indicate that job demands can have both a negative and positive impact on nurses’ aspirations to become a manager. Healthcare organizations should, however, reduce demands and consider increasing job resources. The results should have an impact on the human resource department, managers, and other key personnel in healthcare organizations.

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Mentoring Impact on Leader Efficacy Development: A Field Experiment

Cited by 125 publications

References 87 publications

The extent of managers’ motivation as a determinant of leadership quality

The extent of managers’ motivation as a determinant of leadership quality

Developmental readiness and leadership development in medicine

Making a career in hospitals: Determinants of registered nurses’ aspirations to become a manager

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