The dynamics of management derailment

Lombardo, Michael M.; McCauley, Cynthia D.

doi:10.35613/ccl.1988.1091

Cited by 49 publications

(59 citation statements)

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“…BENCHMARKS ® is based on research about how successful managers learn, grow, and change (Lindsey, Homes, & McCall, 1987;Morrison, White, & Van Velsor, 1987), and about how managers derail (Leslie & Van Velsor, 1996;Lombardo & McCauley, 1988). BENCHMARKS ® is a well-validated multisource feedback instrument (Center for Creative Leadership, 2002;Douglas, 2003;Lombardo & McCauley, 1994;McCauley, Lombardo, & Usher, 1989;Zedeck, 1995).…”

Section: Methodsmentioning

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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Section: Methodsmentioning

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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“…People skills, also referred to as interpersonal skills, is the ability to work effectively with others. Lack of such skills Major workforce and workplace trends 47 has been identified as a primary reason why managers 'derail', or fail to continue in a management career path (Lombardo and McCauley, 1988). The most commonly cited weakness in interpersonal skills was insensitivity, which was reflected in abrasive or intimidating behaviour toward others.…”

Section: Key Competencies Required To Manage the Trendsmentioning

confidence: 99%

Major workforce and workplace trends influencing the training anddevelopment field in the USA

Rothwell

Kolb

1999

Int J Training Development

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A recent research study sponsored by the US-based Society for Human Resource Management identified six key workforce and workplace trends facing HR managers. These trends focused around changes in technology, globalisation, cost containment, speed in market change, knowledge capital, and change. This article examines the implications of these trends for training and development professionals.What major workforce and workplace trends are likely to affect the training and development field in the USA in the foreseeable future? To answer that important question, it may be useful to reflect on the results of a recent research study sponsored by the US-based Society for Human Resource Management (SHRM) as described in Schechter, Rothwell, and McLane (1996). The six trends identified as important for HR managers also have implications for training and development professionals. This article reviews the SHRM study, describes results that have relevance for the HRD field, and discusses individual and joint implications of the trends for training and development theory and practice.

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“…This study extends previous research on self-observer rating discrepancies (e.g., Atwater et al, , 1995Church, 1997;Ostroff, Atwater, & Feinberg, 2004;Sala, 2003) by first, specifically examining ratings of the characteristics and behaviors associated with derailment (being fired, demoted, or plateauing in a job). Given the costly effects of derailment to managers, their coworkers, and their organization (Finkelstein, 2004;Finkin, 1991;Gillespie, Walsh, Winefield, Dua, & Stough, 2001;Lombardo & McCauley, 1988;Smart, 1999;Wells, 2005), studying self-observer rating discrepancies in derailment may help inform and prevent managerial derailment and its negative impact on organizational outcomes, as self-observer rating discrepancies may be a key indicator of leadership and managerial outcomes (Atwater & Yammarino, 1992;Atwater et al, , 1995Church, 1997;Johnson & Ferstl, 1999).…”

Section: Introductionmentioning

confidence: 99%

Self–Observer Rating Discrepancies of Managers in Asia: A study of derailment characteristics and behaviors in Southern and Confucian Asia

Gentry¹,

Yip

Hannum³

2010

Int J Selection Assessment

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Antecedents to self-observer rating discrepancies in multisource instruments have been established at the individual and organizational level. However, research examining cultural antecedents is limited, which is particularly relevant as multisource instruments gain popularity around the world. We investigated multisource ratings of 860 Asian managers from the regions of Southern Asia (n ¼ 261) and Confucian Asia (n ¼ 599) and analyzed cultural differences in self-observer rating discrepancies. Multivariate regression procedures revealed that the self-observer rating discrepancy was wider for managers from Southern Asia as compared with Confucian Asia. The reason for the discrepancy was driven by managers' self-ratings being different across cultures than by observer ratings from managers' bosses, direct reports, or peers; the predictor is related to self-ratings not observer ratings, producing differential self-observer ratings due to self-ratings. We discuss cultural differences in self-and observer ratings within Asia and provide implications for the practice of multisource assessments.

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The dynamics of management derailment

Cited by 49 publications

References 0 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

Major workforce and workplace trends influencing the training anddevelopment field in the USA

Self–Observer Rating Discrepancies of Managers in Asia: A study of derailment characteristics and behaviors in Southern and Confucian Asia

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The dynamics of management derailment

Cited by 49 publications

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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

Major workforce and workplace trends influencing the training anddevelopment field in the USA

Self–Observer Rating Discrepancies of Managers in Asia: A study of derailment characteristics and behaviors in Southern and Confucian Asia

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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