Teaching as constructive-developmental leadership

Novičević, Milorad M.; Humphreys, John H.; Buckley, M. Ronald; Roberts, Foster; Hebdon, Andrew; Kim, Jaemin

doi:10.1108/jmh-09-2012-0060

“…The Hawthorne experiments/studies exposed that management must center on interpersonal relations (Koontz, 1961;Novicevic et al, 2013). The Hawthorne studies are among the most popular and most criticized management research studies associated with interpersonal relations (Bedeian and Wren, 2001).…”

Section: Jmh 212mentioning

confidence: 99%

The historical evolution of employee engagement and self-efficacy constructs

Dagher

¹

,

Chapa

²

,

Junaid

³

2015

Journal of Management History

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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 aims to highlight the historical roots of employee engagement and empirically examine the influence of self-efficacy on the three dimensions of employee engagement (vigor, dedication and absorption). Design/methodology/approach -A sample of 426 male and female respondents in the service industry from Lebanon was surveyed using a multi-scale measure composed of 25 items. Regression analysis was used to test the data for the hypothesized relationships between the variables. Findings -History of management continues to be the backbone of the so-called modern concepts. Although the term employee engagement was not used in scientific management or in the human relations movement, the characteristics were incorporated in these early schools. The three factors of employee engagement explained 78 per cent of the total variance of employee engagement construct and were significantly influenced by self-efficacy. Research limitations/implications -The first limitation of this study is the self-reported data, and the second limitation is the source from one industry (service), although different organizations were incorporated. Caution is advised against generalizations of the findings. Practical implications -The results of this study provide insights for both researchers and managers to better understand the relationship between three dimensions of employee engagement and self-efficacy from a non-Western context. The belief in one's own capabilities helps promote employee engagement. Social implications -Lebanon offers an interesting context; it is considered as the only Arab country that provides an interaction between the Western and Middle Eastern countries. Originality/value -This study aimed to trace the historical roots of employee engagement to the early management schools. Moreover, studies similar to the present investigation exist; however, this is the first time that a non-Western Arab sample was used to examine the influence of self-efficacy on the three dimensions of employee engagement.

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“…Phipps own contribution to this focus was to encourage a revisiting of the impact of Mary Parker Follet and Mary Barnett Gilson on the field of management and business studies. undeniably, over the past decade, the 'revisiting' of women in business has been one of the most popular approaches across MOH, JMH, and BH (Damart, 2013;Gibson et al, 2013;Jensen, 2001;Levicki, 2004;Novicevic et al, 2013;Perriton & others, 2017;Prieto et al, 2016;Williams & Mills, 2017, 2018).…”

Section: What Is Happening In Other Business History Journals?mentioning

confidence: 99%

Feminist frustrations: The enduring neglect of a women’s business history and the opportunity for radical change

Mills

¹

,

Williams

²

2021

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In response to a special call of 'bringing gender and feminism from the periphery to the centre of business history' , the authors undertake an in-depth appraisal of Business History's own record, as a key signifier of the field. The scope includes articles and reviews published between 2000 and 2020 and find 17 articles out of 918 (1.85%) and 99 reviews out of 2,217 (4.46%), with a downward trend from 2010 to 2020. To start, the authors engage with a critical question as to the definition of the field itself and explore what those internal to the journal have had to say about its definition. The authors then take a critical look at how women have been socially constructed as (a) historical actors, as (b) gendered roles and as (c) authors of history. To understand what has been included and neglected, the authors investigate and reveal clues as to the barriers and possible entry points.

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“…For example, in the pursuit of developing harmony among teammates, overly agreeable teammates may not be willing to engage in appropriate levels of task conflict necessary for improving decision-making and performance. Consequentially, highly agreeable teams tend to produce fewer creative accomplishments (King et al, 1996;McCrae, 1987) given that conflict can spur added discussion via perspective taking, thus encouraging the team to take added time to think through any given task (Novicevic et al, 2013).…”

Section: Management Lore Example 8: It Is Always Good To Go Above Andmentioning

confidence: 99%

“…According to Neuman and Wright (1999, p. 378), and as previously stated, agreeableness is particularly relevant to "the facets of trust, straightforwardness, altruism, and compliance", positively influencing interpersonal exchange. Given that teamwork is based heavily on collaborative learning (Novicevic et al, 2013), and that the development of partnerships within a team setting is of great importance (Dahlgaard-Park and Dahlgaard, 2007), it logically follows that agreeableness would benefit team efforts.…”

Section: Jmh 211mentioning

confidence: 99%

Management lore continues alive and well in the organizational sciences

Buckley

¹

,

Baur

²

,

Hardy

³

et al. 2015

Journal of Management History

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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 -The purpose of this paper was to identify examples of management lore currently in the organizational sciences. Design/methodology/approach -The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized. Findings -Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors. Originality/value -A number of areas in which academic research gainsays what we believe to be an immutable fact.

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Teaching as constructive-developmental leadership

Cited by 9 publications

References 41 publications

The historical evolution of employee engagement and self-efficacy constructs

The historical evolution of employee engagement and self-efficacy constructs

Feminist frustrations: The enduring neglect of a women’s business history and the opportunity for radical change

Management lore continues alive and well in the organizational sciences

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