Pathways and crossroads to institutional leadership.

Freedman, Arthur M.

doi:10.1037/1061-4087.50.3.131

Cited by 48 publications

(66 citation statements)

References 7 publications

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“…Furthermore, Baltes (1987) has noted that development entails an inherent dynamic between gains and losses and that no process of development consists only of growth or progression. Similar observations have been made with regard to negative changes in job performance associated with career progression (Freedman, 1998(Freedman, , 2005 as well as decrements in 360-feedback ratings over time (Martineau, 1998). Nonetheless, a minority of the participants demonstrated positive, linear change in their rated effectiveness as leaders.…”

Section: Theoretical and Practical Implicationssupporting

confidence: 61%

Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories

Day

Sin

2011

The Leadership Quarterly

205

206

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Section: Theoretical and Practical Implicationssupporting

confidence: 61%

Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories

Day

Sin

2011

The Leadership Quarterly

205

206

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“…This aligns with the principles of Drotter and Charan's (2001) pipeline of changing responsibilities and accountabilities across the various levels. Drotter and Charan's (2001) and Freedman's (1998) frameworks are further supported by Watkins (2012), who described the transition between the various levels, particularly from specialist to generalist, as particularly difficult. This study focuses on the transition from functional to general management (Crossroad 3).…”

Section: Literature Reviewmentioning

confidence: 92%

“…Each of the turns in the pipeline is considered to be a significant event. The concept of multiple levels of leadership has been described as a journey that a leader has to traverse with six pathways and five crossroads (Freedman, 1998), as reflected in Figure 1. This aligns with the principles of Drotter and Charan's (2001) pipeline of changing responsibilities and accountabilities across the various levels.…”

Section: Literature Reviewmentioning

confidence: 99%

The transition to general management in South Africa

Mallaby

Price

Hofmeyr

2017

SA j. hum. resour. manag.

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Orientation: Understanding the nature and challenges of making the transition from a functional role to a general management role in South African organisations.Research purpose: The objective of this study was to gain insight into the obstacles that affect the transition from functional to general management and identify steps that may be taken to overcome these challenges.Motivation for the study: One of the most difficult crossroads for a manager is making the shift from being a functional specialist to becoming a general manager. New competencies and behaviours are required, as well as a more strategic mind set. If the transition is not made successfully, the manager and the organisation suffer.Research design, approach and method: A qualitative design was used consisting of in-depth, semi-structured interviews, with 19 senior business leaders who had successfully made the transition. The interviews were used to gather insights into the challenges they faced during their transitions, and how these were overcome.Main findings: To make the transition successfully, functional managers need to gain relevant experience to prepare them for the broader scope of a general management role. They need to develop appropriate skills, attitudes and personal characteristics. Mentoring is an effective development process. Newly appointed general managers need to learn to let go of control while maintaining ownership, build relationships and strike the right balance between strategic thinking and execution. There are unique aspects of being a general manager in South Africa, such as dealing with Black Economic Empowerment and challenges of race and identity, given the country’s history.Practical and managerial implications: Specific interventions are suggested which are directed at both aspiring general managers and organisations seeking to assist middle managers to make the transition to general managers.Contribution: This study contributes to knowledge concerning the skills and attributes required by potential general managers, and the practical steps to be taken by South African organisations to facilitate the development of general managers.

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“…People tend to repeat behaviors that are followed by positive reinforcement. The more successful managers become, the more positive reinforcement (such as promotion and pay) they receive, and the more likely they follow past behavioral patterns (Freedman, 1998). Conger (2002) pointed out the danger of delusion.…”

mentioning

confidence: 99%

Assessing leadership derailment factors in 360° feedback

Tang¹,

Dai²,

Meuse³

2013

Leadership &Amp; Organization Development Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aimed to examine the relationship between 3601 assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of selfother agreement. Design/methodology/approach -The data were from an archive of 3601 feedback (N ¼ 523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self-other agreement. Findings -As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher-level managers were rated higher on derailment factors than lower-level managers. In-agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in-agreement low ratings (i.e. rated low by both self and others). Self under-ratings of derailment factors (i.e. self ratings lower than others' ratings) were related to lower effectiveness than self over-ratings (i.e. self ratings higher than others' ratings). It also was found that self ratings were less accurate than ratings from other rater sources.Research limitations/implications -Leadership derailment induces significant direct as well as indirect costs to organizations. The 3601 feedback process can be used to help managers enhance their self-awareness of derailment potential. Findings of this study can be used to help interpret 3601 assessment results. Originality/value -Past research on 3601 feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 3601 feedback.

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Pathways and crossroads to institutional leadership.

Cited by 48 publications

References 7 publications

Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories

Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories

The transition to general management in South Africa

Assessing leadership derailment factors in 360° feedback

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