The thinking styles of managers: Dimensionality, profiles and motivational antecedents

Minbashian, Amirali; Birney, Damian P.; Bowman, David

doi:10.1177/0312896218775150

Cited by 14 publications

(15 citation statements)

References 50 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The main activity of the sales manager, meanwhile, is to interact directly with customers, and as such an employee they are the last link in the chain of operations leading to a purchase [30]. Differences in professional activity determine differences in cognitive activity, in particular thinking styles, and in the motivational features of advertising managers and sales managers [31][32][33][34][35].…”

Section: Methodsmentioning

confidence: 99%

The Relationship of Thinking Style and Motivation Features of Sales and Advertising Managers

Belousova

Mochalova

2020

Behavioral Sciences

View full text Add to dashboard Cite

The thinking of a manager is conditioned by their motivational features which determine their personal professional success and the effectiveness of the organization’s activities. In this study, we assumed that two groups of sales and advertising managers had differences in the relationships between thinking style and their motivational qualities, as well as their individual need for achievement. We used the following sources: The methodology of A. Belousova for the diagnosis of thinking styles, the “scale of control over action” by J. Kuhl, and “the need for achievement” by Yu.A. Orlov. The selection consisted of 61 people, 25 to 30 years of age, of which 41 were men and 20 were women, from organizations engaged in the sale of a technical group of goods (also known as Group A) and advertising services (also known as Group B), in Rostov-on-Don. The Spearman rank correlation method was used for quantitative data processing. In group Group A, the analysis showed the presence of statistically significant connections. A critical style of thinking has a significant relationship with the level of clarity about the need for achievements and practical thinking is statistically significantly interrelated with control over action in a situation of failure. Whereas, in Group B, an initiative, managerial, and practical style of thinking has a significant correlation with the need for achievement.

show abstract

Section: Methodsmentioning

confidence: 99%

The Relationship of Thinking Style and Motivation Features of Sales and Advertising Managers

Belousova

Mochalova

2020

Behavioral Sciences

View full text Add to dashboard Cite

show abstract

“…Finally, while appearing to provide insights to shared variance between variables, this technique fails to address the inflated results that may emerge from data collected in a single administration survey. That said, combined with other methodological techniques, it can be used to increase the confidence in results (see, for example, Minbashian et al, 2019). For example, while drawing on Harman’s one factor test, Minbashian et al (2019) instituted a data collection where the independent variables (thinking styles) and dependent variables (goal orientation) were collected 6-month apart.…”

Section: What Can Researchers Do About Cmb?mentioning

confidence: 99%

“…That said, combined with other methodological techniques, it can be used to increase the confidence in results (see, for example, Minbashian et al, 2019). For example, while drawing on Harman’s one factor test, Minbashian et al (2019) instituted a data collection where the independent variables (thinking styles) and dependent variables (goal orientation) were collected 6-month apart. They also included a potential confound, personality of the individual, as a control in the analyses.…”

Section: What Can Researchers Do About Cmb?mentioning

confidence: 99%

Common method bias in applied settings: The dilemma of researching in organizations

Jordan

Troth

2019

Australian Journal of Management

607

296

View full text Add to dashboard Cite

Authors are experiencing increasing competition for their articles to be published. One way of ensuring their work is given the best chance of being published is to underpin their research with rigorous methods that are characterized by robustness, accuracy and reliability. A common factor that can stymie research rigour is common method bias. Our aim in this article is to outline the nature of, concerns about and examine reasons why researchers still conduct studies that are susceptible to common method bias. We also provide some solutions for avoiding or managing common method bias concerns. In doing this, we acknowledge the substantial work that has been produced on this topic to date and, therefore, focus our contribution specifically on issues that affect research in applied and managerial settings. JEL Classification: C90, D23

show abstract

“…3. Subsets of the data have been included in Wood et al (2019), Minbashian et al (2018, Minbashian et al (2010), Fisher et al (2013, Birney et al (2012), Beckmann et al (2013), Beckmann et al (2015, Birney et al (2017), Birney et al (2018 and Minbashian et al (2019). We provide further information, including information about the ALL Flexible Expertise data base, in the supplementary material.…”

Section: Declaration Of Conflicting Interestsmentioning

confidence: 99%

Personality dynamics at work: The effects of form, time, and context of variability

et al. 2021

Self Cite

View full text Add to dashboard Cite

The study aimed to investigate the status of within-person state variability in neuroticism and conscientiousness as individual differences constructs by exploring their (a) temporal stability, (b) cross-context consistency, (c) empirical links to selected antecedents, and (d) empirical links to longer term trait variability. Employing a sample of professionals ( N = 346) from Australian organisations, personality state data together with situation appraisals were collected using experience sampling methodology in field and repeatedly in lab-like settings. Data on personality traits, cognitive ability, and motivational mindsets were collected at baseline and after two years. Contingent (situation contingencies) and non-contingent (relative SD) state variability indices were relatively stable over time and across contexts. Only a small number of predictive effects of state variability were observed, and these differed across contexts. Cognitive ability appeared to be associated with state variability under lab-like conditions. There was limited evidence of links between short-term state and long-term trait variability, except for a small effect for neuroticism. Some evidence of positive manifold was found for non-contingent variability. Systematic efforts are required to further elucidate the complex pattern of results regarding the antecedents, correlates and outcomes of individual differences in state variability.

show abstract

The thinking styles of managers: Dimensionality, profiles and motivational antecedents

Cited by 14 publications

References 50 publications

The Relationship of Thinking Style and Motivation Features of Sales and Advertising Managers

The Relationship of Thinking Style and Motivation Features of Sales and Advertising Managers

Common method bias in applied settings: The dilemma of researching in organizations

Personality dynamics at work: The effects of form, time, and context of variability

Contact Info

Product

Resources

About