A study of managerial derailment characteristics and personality preferences

Gentry, William A.; Mondore, Scott; Cox, Brennan D.

doi:10.1108/02621710710819348

Cited by 27 publications

(24 citation statements)

References 38 publications

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“…Despite the costly outcomes of managerial derailment, very little research has investigated factors that relate to derailment, the potential to derail, or even perceptions of derailment. Previous derailment research has shown that lack of managerial skills or certain aspects of a manager's personality may relate to derailment or perceptions of potential derailment (Gentry, Mondore, & Cox, 2007; Hogan & Hogan, 2001; Shipper & Dillard, 2000). The present research extends what is known about antecedents of the perceptions of characteristics and behaviors that may lead to potential derailment.…”

mentioning

confidence: 99%

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

Gentry

Shanock

2008

J Applied Social Pyschol

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Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle‐down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct‐report, and self‐ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.

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confidence: 99%

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

Gentry

Shanock

2008

J Applied Social Pyschol

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“…Swinburne, 1985) and grounded (alert to practical needs; concerned with immediate interest/issues; dependable; practical judgement, cf. Gentry et al, 2007) at the 5% level, than their student counterparts. Given Ryckman's (1997) assumptions that: (i) personality profiles are dynamic; (ii) there exists an innate growth that moves individuals toward realisation of their potential, given appropriate environmental conditions; and (ii) most of our personality or behaviour is learned, purposive and that we are motivated to attain certain goals, it is incumbent on educators and trainers to assess as objectively as possible the inputs to the overall programme and the subsequent outputs.…”

Section: Resultsmentioning

confidence: 63%

“…Research has confirmed that personality is a key contributor to effective management especially in the service sector where welldeveloped personal and interpersonal competencies are a key to managerial success (for example Barrick and Mount, 1991;Gallon, 1994;Gentry et al, 2007;Havaleschka, 1999;Judge et al, 1995;Stone, 1988;Verbeke, 1994;Worsfold, 1989). The current study is based on the premise that that personality profiles are dynamic, may be adapted by individuals in order to realise their potential and that, given appropriate environmental conditions, most of our personality or behaviour is learned and purposive, and that we are motivated to attain certain goals (Ryckman, 1997).…”

Section: Introductionmentioning

confidence: 93%

“…Havaleschka (1999) claims that management personalities have a very strong influence on the difference between the success and failure of a company, which is determined by the personality of the top manager and the composition of personalities in the managerial group. When studying the influence of personality preferences and type using the Myers-Briggs Type Indicator (MBTI, Myers et al, 1998) in relation to managerial derailment, Gentry et al (2007) found that managers who were expected to go higher in the organisation, and who were judged to have the ability to do so, were significantly more likely (p = 0.05) to succeed in the organisation if they were sensors (factual; systematic) and judgers (orderly; organised) as opposed to intuitors (follow hunches; abstract thinking) and perceivers (thrive on last minute challenges; avoid decision-making). Goleman (1996), assessing the contributory factors to managerial success, found emotional intelligence (EI) to be twice as important as cognitive or technical skills for job performance.…”

Section: Personality and Managerial Successmentioning

confidence: 99%

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The contribution of personality to graduate managerial training

Ineson¹

2011

International Journal of Hospitality Management

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“…Block, 1995;Gentry et al, 2007). However, more recent support and evidence show that the BFI has emerged as the paradigm for studying personality traits and their wider influence (John and Naumann, 2010).…”

Section: The Big Five Inventorymentioning

confidence: 99%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

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o r g a n i z a t i o n , t e c h n o l o g y a n d m a n a g e m e n t i n c o n s t r u c t i o n · a n i n t e r n a t i o n a l j o u r n a l · 4(2)2012 490Creative participation in construction firms: bridging creativity and innovation Keywordsan intricate evolution of mainstream theories follows the growing need to explain employees' commitment and engagement. Our understanding of these work-related phenomena and behaviour has improved but creativity and innovation as desired indicators are still often treated as coexisting constructs with very little attention given to a state of willingness of an individual to even consider contributing ideas. In this research we investigate the influence of knowledge and understanding, perceived radicality, personality dimensions, and favouring of ideas on employee willingness to creatively participate in order to trace its existence in propagation of ideas. A total of 76 construction and non-construction professionals participated in between-subject quasi-experiments. We also proposed IPO-based radicality of ideas construct from the viewpoint of employees involved in the processes of transformation. The research findings show that experts with deep understanding of the work are more likely to contribute highly radical ideas to decision-makers than less knowledgeable employees. Furthermore, personal factors that impact employee willingness to creatively participate have been valued higher than organisational factors. Personality dimensions by The BigFive Inventory have shown no effect on willingness to contribute ideas, while favouring of ideas showed a significant effect. In general, the findings show similarities with some studies of consumer willingness to participate in co-creation processes and thus indicate that firms may be studied as dynamic internal markets of ideas. 491 INTRODUCTIONCommitted and highly engaged employees that are passionate about their work represent the backbone of successful companies Ho et al., 2011). Many scholars have argued for decades that successful companies rely on entrepreneurial innovations of their teams and individual employees (Chadwick and Dabu, 2009;Hitt et al., 1997). It has also long ago been established that such employees are devoted to a task and generate more ideas or solutions to potential problems (Simon, 1955). However, a creative idea can only become an innovation or a solution to a problem if it is transformed from a concept into reality (Roffe, 1999). By providing ideas, an individual is, therefore, clearly at the crux of this transformation (Mumford, 2000). Whilst creativity in this form is recognized as an important underpinning of innovation (Oldham and Cummings, 1996;Zhou, 2003), most of the research on the subject has focused on the outcomes of creative processes (Zhou and George, 2003). Scholars that conceptualize creativity as a process are still forming an emerging field of enquiry (Gilson, 2008;Lubart, 2001). However, even in these studies the question whether an individual is willing to contribute the ge...

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A study of managerial derailment characteristics and personality preferences

Cited by 27 publications

References 38 publications

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

The contribution of personality to graduate managerial training

Creative participation in construction firms: bridging creativity and innovation

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A study of managerial derailment characteristics and personality preferences

Cited by 27 publications

References 38 publications

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

The contribution of personality to graduate managerial training

Creative participation in construction firms: bridging creativity and innovation

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Product

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Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease¹