Hold the Line: An Examination of Line vs. Staff Differences

Church, Allan H.; Waclawski, Janine

doi:10.1002/hrm.4013

Cited by 14 publications

(16 citation statements)

References 41 publications

(56 reference statements)

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“…Although there is considerable research available discussing trends in rater group differences (e.g., Church, 1997Church, , 2000Church & Waclawski, 2001c;Furnham & Stringfield, 1994;Harris & Schaubroeck, 1988;J. W. Johnson & Ferstl, 1999), these studies presume that these groups can be meaningfully combined.…”

Section: For Researchersmentioning

confidence: 99%

The Evolution and Devolution of 360° Feedback

Bracken¹,

Rose²,

Church

2016

Ind. Organ. Psychol.

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In the 25+ years that the practice of 360°Feedback has been formally labeled and implemented, it has undergone many changes. Some of these have been positive (evolution) Under whatever label, what we now commonly refer to as 360°Feedback has been around for a long time and has become embedded in many of our human resources (HR) processes applied at individual, group, and organizational levels. The practice of 360°Feedback 1 has been around so long now that we are all comfortable with it. In fact, we would contend that the profession has become so comfortable with this practice area that we have lost our focus on what it is and what it is not. What was once considered a "fad" by many in the 1990s and cutting edge is now well known and a David W. Bracken, DWBracken & Associates, Atlanta, Georgia; Dale S. Rose, 3D Group, Emeryville, California; Allan H. Church, PepsiCo, Purchase, New York.The authors wish to thank Carol Timmreck and Jeff McHenry for their invaluable suggestions.Correspondence concerning this article should be addressed to David W. Bracken, DWBracken & Associates, 2271A Dunwoody Crossing, Atlanta, GA 30338. E-mail: dwbracken@gmail.com 1 We use capitalization to indicate our desire to indicate a proper noun. This is by design and is intended to draw attention to our wish for 360°Feedback to have a well-defined meaning, which is offered later in this article.

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Section: For Researchersmentioning

confidence: 99%

The Evolution and Devolution of 360° Feedback

Bracken¹,

Rose²,

Church

2016

Ind. Organ. Psychol.

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“…In another similar study, Church and Waclawski (2001) observed staff personnel to be more fair and consistent in their dealings with people, accept and encourage feedback from others and flexible and adaptive in their roles. 10.…”

Section: Different Personality By Virtue Of Positionmentioning

confidence: 83%

Line and Staff Functions in Organizations Revisited: A Bionic System Analogy Using ISM

Agarwal

Vrat

2015

Vision: The Journal of Business Perspective

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The purpose of this article is to identify variables and their interrelationships causing line and staff conflict in organizations. Specifically it is comparing and analyzing the causes of line and staff conflict from human body perspective, assuming it to be an optimally managed organization. A generally applicable framework that establishes relationship between these variables is developed using interpretative structural modelling (ISM). The developed framework is then compared with the organization of line and staff functions in the human body, presuming that with this the real cause of the problem could be understood. In this effort, it has been found that an optimal degree of flexibility, top management involvement, equity, clearly defined roles and appropriate design and reporting relationships are the major strategies followed by human body that can help managers to eliminate conflict. It is expected that based on this comparison some ways of resolving conflict within organizations can be suggested. Besides, we can also expect that mimicking a variety of elements in human body organization can inspire business organizations to learn improvements in their design and function too.

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“…The study of LMX and its impact on the performance of organisation is vital, as managers are more likely to face with difficulties to accomplish their goals and objectives in the long run by relying solely on formal authority. It is imperative that the capacity to influence subordinates is available, as organisations are striving to meet their mission vision by levelling the existing hierarchy within the organisation (Church and Waclawski, 2001).…”

Section: Discussionmentioning

confidence: 99%

Leadership styles and financial services performance

Ramayah

Isa

et al. 2013

IJMP

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This paper seeks to explore the relationship between leadership practices and organisational performance of financial leaders in Malaysia. It aims to investigate the existence of contemporary leadership styles such as transformational, transactional and leader-member exchange (LMX) in enhancing organisational performance particularly in financial services sector. Data was collected from financial services companies, comprising commercial banks, investment banks, unit trust management companies and insurance companies. SmartPLS 2.0 (M3) was applied to test the hypotheses that comprised both transformational and transactional leadership styles and also LMX on organisational performance and subsequently bootstrapping was conducted to investigate the standard error of the estimate and t-values. This research highlights the importance of leadership awareness as well as recognition of LMX as a valuable approach in achieving a better organisational performance. This study attempts to blend various leadership styles and organisational performance of financial services sector in Malaysia.

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Hold the Line: An Examination of Line vs. Staff Differences

Cited by 14 publications

References 41 publications

The Evolution and Devolution of 360° Feedback

The Evolution and Devolution of 360° Feedback

Line and Staff Functions in Organizations Revisited: A Bionic System Analogy Using ISM

Leadership styles and financial services performance

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