Self-management training for improving job performance: A field experiment involving salespeople.

Frayne, Colette A.; Geringer, J. Michael

doi:10.1037/0021-9010.85.3.361

Cited by 191 publications

(173 citation statements)

References 54 publications

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“…Self-leadership is, however, not a sufficient substitute for external leadership, and Stewart, Courtright, and Manz (2011) identified EL as an important external factor that facilitates employees' self-influencing skills. Previous studies have indicated positive associations between EL and self-leadership (e.g., Tekleab et al, 2008;Yun et al, 2006), whereas in other studies self-leadership has shown positive associations with employee outcomes such as self-efficacy (Prussia, Anderson, & Manz, 1998), job performance (Frayne & Geringer, 2000), and job satisfaction (Neck & Manz, 1996). To the best of our knowledge self-leadership have not yet been investigated as mediator between EL and subordinate outcomes.…”

Section: Central Mediators Of Empowering Leadershipmentioning

confidence: 71%

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Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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In this paper we discuss key aspects of empowering leadership as a basis for conceptualizing and operationalizing the construct. The conceptualization resulted in eight behavioral manifestations arranged within three influence processes, which were investigated in a sample of 317 subordinates in Study 1. The results supported the validity and reliability of a two-dimensional, 18-item instrument, labeled the Empowering Leadership Scale (ELS).In Study 2 (N = 215) and Study 3 (N = 831) the factor structure of ELS was cross-validated in two independent samples from different work settings. Preliminary concurrent validation in Study 1 and 2 found that ELS had a positive relationship to several subordinate variables, among others self-leadership and psychological empowerment. In Study 3 ELS was compared with scales measuring leader-member exchange (LMX) and transformational leadership. Discriminant validity was supported, and moreover, ELS showed incremental validity beyond LMX and transformational leadership when predicting psychological empowerment. The notion of empowerment was introduced in the field of management in the 1980s, and seems based on a need for an organizational concept that could promote employee productivity (Bartunek & Spreitzer, 2006) relative to fundamental technological and commercial changes that took place both in businesses and the public sector (Fernandez & Moldogaziev, 2011;Hill & Huq, 2004). These changes led to, among others, increased customer/client orientation, more flexible, flattened, and decentralized organization designs, and improvements in quality and efficiency for most organizations. The nature of work has also changed substantially in the last decades by becoming more complex and cognitively demanding (Humphrey, Nahrgang, & Morgeson, 2007), and highly skilled and educated "knowledge workers" have become the core of a rapidly growing segment of the workforce (Parker, Wall, & Cordery, 2001). KeywordsIn this changing "landscape" empowering leadership (EL) has emerged as a particular form of leadership, distinct from other approaches such as directive, transactional, and transformational leadership (Pearce et al., 2003). At its core, employee empowerment involves enhanced individual motivation at work through the delegation of responsibility and authority to the lowest organizational level where a competent decision can be made (Conger & Kanungo, 1988;Thomas & Velthouse, 1990). As such, EL may generally be defined as (2000) noted that there is little theory focusing on the role of effective empowering leader behavior, which seems equally valid today. We therefore aimed to fill some of this lack and additionally identify key mediators of EL. Accordingly, the main purpose of the present paper is, at the individual level of analysis, (1) to theoretically underpin and define EL as guideline for (2) conceptualization and operationalization of the construct, (3) to identify central mediators, and (4) to build, refine, and validate a new instrument to measure the construct. We in...

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Section: Central Mediators Of Empowering Leadershipmentioning

confidence: 71%

“…Self-leadership for its part is proposed to affect job performance (e.g., Neck & Houghton, 2006), which previously has been supported empirically (e.g., Frayne & Geringer, 2000). Together with Hypotheses 3 and 4 this forms a model in which EL affected subordinates' job performance through their self-leadership.…”

Section: Studymentioning

confidence: 95%

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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“…To develop employee capabilities and productivity, the literature notes that employee training is one of the critical HRM practices (Chen et al, 2003;Frayne and Geringer, 2000). At the individual level, training is a process that results in more effective job performance and is characterized by not only the acquisition of new skills, but also by the increased capacity to learn more and to recognize training opportunities (Amit and Belcourt, 1999).…”

Section: Human Resource Managementmentioning

confidence: 99%

Incorporating Workload and Performance Levels into Work Situation Analysis of Employees with Application to a Taiwanese Hotel Chain

Chen¹,

Wu²,

Lin³

et al. 2010

American Journal of Applied Sciences

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Problem statement: Appropriate Human Resource Management (HRM) can motivate employees, develop their capabilities and enhance their productivity. However, before selecting the HRM practices to adopt, the workload levels of employees should be considered, since they may influence the success of such efforts. Approach: This study measured the relative workload of individual employees and incorporates the performance level into the work situation analysis. This analysis enables managers to be more aware of the work situations of employees and thus achieve better HRM decision making. Results: In addition, we presented an example application of the proposed analysis focusing on the reception clerks in a hotel chain and the results can aid management in deciding which HRM practices should be applied for specific employees so that their productivity can be improved. Conclusion: The advantage of this study is that it can provide a practical framework for managers to be more aware of the work situations of employees and thus achieve better HRM decision making.

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“…It is through career management that people can actively get involved in the construction of their "best possible future" (Savickas, 2008, 110). Although it is considered that an increasing number of people might be using this method in their career, this does not mean, however, that all people are, indeed, effective self-managers (Frayne and Geringer, 2000).…”

mentioning

confidence: 99%

“…Self-career management can be translated into a range of cognitive and behavioral strategies (Frayne and Geringer, 2000), developed by each individual, with the purpose of exercising control over their own career goals (Orpen, 1994). It can be defined as a continuous process of solving problems, through which individuals develop a greater awareness about themselves and the world of work (gathering relevant information about their values, interests, skills, strengths and weaknesses, preferred lifestyle, occupations, jobs and business alternatives), identify realistic career goals based on this information, and implement and monitor career strategies that increase the likelihood of achieving these career objectives (e.g., Greenhaus and Callanan, 1994;Kossek et al, 1998;Noe, 1996).…”

mentioning

confidence: 99%

Self-Career Management: Intervention With Research Grant Holders

Pinto

Taveira

2011

Drustvena istrazivanja

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UDK: 65.013Izvorni znanstveni rad Primljeno: 23. 2. 2010. This article reports the findings of the assessment of the effectiveness of a self-career management intervention, named "Self-Career Management Seminar", specifically developed for, and implemented in a group of research grant holders. The program invites participants to foster their self-knowledge, the knowledge about advanced training opportunities, employment creation and attainment, as well as, life-career planning and decision-making competencies. The intervention was applied in 80 research grant holders (50, 62.5% experimental group; 30, 37.5% control group; 51, 63.8% women; Mage = 28.94, SDage = 5.83), at a public university in the northwest of Portugal, who completed measures of career exploration, and of career concerns, at a pre and post-test. Results showed equivalence between experimental and control groups, at pre--treatment, in almost all assessed dimensions. Furthermore, in comparison with the control group, research grant holders who attended this intervention had, at post-test, higher levels of career exploration. This study intends to emphasize the need for the development of intervention programs tailored to specific population groups, such as the research grant holders.

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Self-management training for improving job performance: A field experiment involving salespeople.

Cited by 191 publications

References 54 publications

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Incorporating Workload and Performance Levels into Work Situation Analysis of Employees with Application to a Taiwanese Hotel Chain

Self-Career Management: Intervention With Research Grant Holders

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