The perceptions of human resource managers of the shifting importance of managerial roles in downsizing organisations

Belasen, Alan T.; Frank, Nancy

doi:10.1504/ijhrdm.2004.004976

Cited by 7 publications

(6 citation statements)

References 7 publications

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“…Much of this attention has focused on the wide applicability of the CVF as a diagnostic and development tool with particular attention to cultural variables (Cameron & Quinn, 2007;Garman, 2006;Igo & Skitmore, 2006), human resource development (Belasen & Frank, 2004;Panayotopoulou, Bourantas, & Papalexandris, 2003), and the relationships between leadership roles and management education (Belasen & Rufer, 2007). Other directions of research came from investigations that set out to modify the CVF configuration to include an additional role (Vilkinas & Cartan, 2001, justification for the reordering of the CVF roles within each quadrant (Belasen & Frank, 2005;Denison et al, 1995), and variation in emphasizing particular roles depending on situational contingencies (Hooijberg, Bullis, & Hunt, 1999;Hooijberg & Choi, 2000).…”

mentioning

confidence: 99%

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Belasen

Frank

2010

Atlantic Journal of Communication

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confidence: 99%

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Belasen

Frank

2010

Atlantic Journal of Communication

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“…However, a great deal of personal time is lost in order to maintain or achieve the goals of the organization, often leading to role tension and cognitive dissonance (McConville, 2006). There is a tradeoff in that hypereffective managers find fewer opportunities to diminish the performance of some roles in order to increase their attention to other roles (Belasen and Frank, 2004).…”

Section: Becoming Hypereffectivementioning

confidence: 99%

Value in the middle: cultivating middle managers in healthcare organizations

Belasen

2016

JMD

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Purpose Senior executives in healthcare organizations increasingly display preference for a closer handling of operational levels, bypassing middle managers, and de-emphasizing the need to cultivate the next cadre of leaders, creating the potential for leadership and performance gaps. The authors argue that middle managers are a vital resource for healthcare organizations and review the benefits for including them in leadership development and succession planning programs. The paper aims to discuss these issues. Design/methodology/approach Current theories and common practices in addition to data collected from government sources (e.g. BLS), business and industry surveys and reports (e.g. Moody’s, Witt/Kieffer, Deloitte, American Hospital Association) are used to classify the roles, skills, and strategic value of middle managers in healthcare organizations. Findings The combination of a greater executive span with less hierarchical depth creates a dual effect of devaluing middle management, and a decrease in middle managers’ autonomy. Healthcare middle managers who stay away or lay low further trigger perceptions of low expectations leading to low morale and high levels of stress. Others become hypereffective or develop exit strategies. Major problems are: rising turnover costs; and insufficient attention to succession planning, internal promotion, and leadership development. Practical implications The outcomes of this study are useful for management development, particularly at times of change. Practitioners and researchers can have a better understanding of the value of middle managers and their development needs as well as the factors and dynamics that can influence their motivation and affect retention. Originality/value Understanding and implementing the ideas developed in this paper by healthcare organizations and other companies can lead to a drastic change in the current perceptions of the importance of middle managers and should lead to long-term retention, well-being, and extrinsic benefits for both the company and its employees.

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“…The larger source of productivity gain was most likely the result of the vastly increased allocation of managerial activity from personal (non-value-maximizing) activities to activities enhancing organizational effectiveness (Belasen et al, 1996). Not only these managers did so at the expense of non-CVF roles in their personal and professional lives, they also received little or no support from human resource systems (Belasen and Frank, 2004).…”

Section: Competing Values Frameworkmentioning

confidence: 99%

“…Ideally, a seamless fit between a manager's experiences, leadership styles, attitudes, and traits and specific job requirements and organizational context would be the norm. In reality, however, we recognize that approaching this goal requires an organizational commitment to consider human resource strategies for recruitment, employee retention, and training and development as essential components of long-term organizational strategy (Belasen and Frank, 2004).…”

Section: Competing Values Leadershipmentioning

confidence: 99%

“…The competing values framework (CVF) of managerial leadership has recently received renewed attention from organizational researchers and leadership development scholars (Belasen, 2007;. Much of this attention has focused on the wide applicability of the CVF as a diagnostic and development tool with particular attention on cultural variables (Garman, 2006;Igo and Skitmore, 2006), human resource development (Belasen and Frank, 2004;Panayotopoulou et al, 2003) and the relationships between leadership roles, personal growth, and organizational effectiveness (Belasen and Rufer, 2007;.…”

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confidence: 99%

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Competing values leadership: quadrant roles and personality traits

Belasen

Frank

2008

Leadership &Amp; Organization Development Journal

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PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

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The perceptions of human resource managers of the shifting importance of managerial roles in downsizing organisations

Cited by 7 publications

References 7 publications

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Value in the middle: cultivating middle managers in healthcare organizations

Competing values leadership: quadrant roles and personality traits

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