In the on‐going debate around HRM and performance, there is an argument that greater attention should be paid to understanding the role that employee attitudes, attributes and behaviours play. Emerging research suggests that trust and well‐being are two aspects that could contribute to this debate. Research has shown some relationships between trust and well‐being. However, this has tended to omit consideration of an individual's propensity to trust due to lack of suitable measures. This paper explores the relationships between propensity to trust and well‐being by means of a study of 458 managers using a newly developed instrument to assess propensity and established well‐being scales. Analyses of the results demonstrate a reliable measure of propensity and a range of positive relationships. The potential implications for HR policies and practices of a measure of propensity are discussed. In particular, application in the areas of selection and development are highlighted.
PurposeThe purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.Design/methodology/approachLeadership styles of 414 project managers were assessed using a validated research instrument, the leadership development questionnaire. The results were compared with the leadership profiles of over 1,000 functional managers, assessed with the same instrument. Quantitative analysis techniques were used to identify significant differences in the leadership styles of project managers when compared to functional managers. Correlations between leadership competences and leadership performance and follower commitment of project managers were compared with those of functional managers.FindingsThe paper finds that project managers score higher than functional managers on conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development competencies. The correlation between the fit of project managers to their organizational context and their leadership performance and follower commitment was calculated.Research limitations/implicationsComparisons show differences in leadership competences for functional and project managers. Managers in general management roles should be trained to a lesser extent in managerial and intellectual competences than those in project management roles. However, solid training in emotional competences is needed for success in both managerial roles.Originality/valueThe differences in leadership competences of project managers and line managers from industry and government are identified.
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