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Leadership Learning and Leadership Coaching for Government Leaders in Cybersecurity, Artificial Intelligence, and Technology
Abstract
In this era of rapid technological advancement, government leaders must expertly navigate intricate policies, including artificial intelligence, cybersecurity, and telehealth. Proficiency in these domains is paramount, requiring a steadfast commitment to enhancing leadership competencies. By investing in executive coaching and holistic leadership development, government agencies can proactively tackle modern challenges. This study, grounded in descriptive phenomenology, examines 22 thematic motifs, unveiling the effectiveness of leadership coaching for government leaders managing complex technologies and addressing pivotal policy issues in artificial intelligence, cybersecurity, and telehealth.
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Executive coaches need to add value to leaders in uncertain organisational contexts. One way would be to support leaders with their personal uncertainty by encouraging adaptive responses. This qualitative study, using Interpretative Phenomenological Analysis, explored leaders' lived experience of personal uncertainty through interviews, to identify leverage points for executive coaching. Since personal uncertainty energises sensemaking and identity work, the interrelated theoretical lenses of sensemaking and leader identity work, currently scarce as lenses informing executive coaching practice, were used to interpret the findings. Implications for executive coaching are outlined and include facilitating leaders' identity work, particularly their sensemaking, towards adaptive identity development.
In spite of the potential benefits that coaching-based leadership interventions can bring to organizations, basic questions remain about their impact on developing coaching skills and increasing psychological capital (PsyCap), work engagement and in- and extra-role performance. In a controlled trial study, 41 executives and middle managers (25 in the experimental group and 16 in the waiting-list control group) from an automotive sector company in Spain received pre-assessment feedback, a coaching-based leadership group workshop, and three individual executive coaching sessions over a period of 3 months. The intervention program used a strengths-based approach and the RE-GROW model, and it was conducted by executive coaching psychologists external to the organization. Participants (N = 41) and their supervisors (N = 41) and employees (N = 180) took part in a pre-post-follow up 360-degree assessment during the research period. Quantitative data were analyzed using Analyses of Variance (ANOVA) with a 2 × 2 design, paired-samples t-tests, and univariate analyses between groups. Results indicated that the intervention program was successful in increasing the participants’ coaching-based leadership skills, PsyCap, work engagement, and in- and extra-role performance. Qualitative measures were also applied, and results from individual responses provided additional support for the study hypotheses. Regarding practical implications, the results suggest that the Coaching-based Leadership Intervention Program can be valuable as an applied positive intervention to help leaders develop coaching skills and enhance well-being and optimal functioning in organizations.
Purpose
The purpose of this paper is to identify essential psychological-informed executive coaching approaches that enhance the organisational learning and development process and outcomes through integrating existing research evidence. Since coaching has been widely used in leadership development related areas and previous studies confirmed that this generates positive effects on individual-level learning in the organisational setting. The identified frameworks and influential factors outlined in this paper can serve as explicit guidelines for the organisation and management team when setting selection and evaluation benchmarks for employing executive coaches.
Design/methodology/approach
An integrated review approach was applied to narratively synthesise 234 ( k =234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten ( n =10) experts in the field. Both qualitative and quantitative psychological-focused research evidence was included in this study.
Findings
First, certain psychological approaches, such as cognitive behavioural, solution-focused, GROW and strength-based approaches, were highlighted in current research evidence. Second, the essential factors and skills, for instance, building trust, transparency and rapport, and facilitating learning were identified. Third, the main organisational learning and development outcome evaluation methods were outlined in this review, such as the self-efficacy scale, organisational commitment, workplace psychological well-being, 360-degree feedback and the Multifactor Leadership Questionnaire.
Research limitations/implications
It is always challenging to integrate research evidence on coaching because of the diversity of theoretical disciplines upon which coaching interventions draw. Therefore, it is difficult to generate a meta-analytic review which can generate statistical results. This review also reveals room for improvement in the quality of existing coaching evidence in accordance with the criteria for evidence-based management or practice (Briner et al. , 2009), such as research methodology and evaluation design. Moreover, there is a lack of evidence on this reflective process which helps professional coaches to ensure the quality of their practice and organisational support.
Practical implications
This review offers a new perspective on the role psychology plays in the organisational learning and development practices. The identified coaching approaches, influential interpersonal skills and outcome evaluation methods can serve as practical guidelines when applying external coaching to facilitate a better organisational learning and development process and outcome.
Originality/value
This is the first literature review to focus on contemporary psychological-informed coaching evidence (between 1995 and 2018) in the workplace setting. Despite the rapid growth in demand for professional coaching practitioners (International Coach Federation, 2016), there is a lack of research-informed evidence to overcome the challenges faced by organisations when employing external coaches, such as what selection criteria or evaluation benchmarks to use. This review takes a practical perspective to identify essential body of knowledge and behavioural indicators required for an executive coach to facilitate an effective learning and development outcome.
This paper compares the measurements of organisational outcomes from executive and leadership coaching based on existing studies and research that has been conducted throughout the literature. An overview of executive and leadership coaching is provided and a case study measuring executive and leadership coaching effectiveness is reported. The survey methodology used in this case study was not originally intended for an academic research design, rather it was a customer satisfaction survey. However, the results can provide insights into the value, ROI and impact of executive and leadership coaching.
Higher education and intelligent leadership are considered important parts of every country's education system, which could potentially play a key role in accomplishing the goals of society. In theories of leadership, new patterns attempt to view leadership through the prism of creative and intelligent phenomena. This paper aims to design and develop an intelligent leadership model for public universities. A qualitativequantitative research method was used to design a basic model of intelligent leadership. The opinions of pundits and experts with a purposive sampling method to achieve theoretical saturation was used to design a model in the qualitative phase. During the testing of the model based on confirmatory factor analysis, data indicated that the dimensions of intelligent leadership were placed in the four components: rational leadership, emotional leadership, spiritual leadership and collective leadership and classified in sub-categories. Rational leadership was classified into five sub-categories (strategic thinking, common targeting, planning, decision-making and monitoring and feedback); emotional leadership was classified into four sub-categories (self-awareness, self-management, motivation and social awareness); spiritual leadership was classified into seven sub-categories (vision, confidence in one's ability to achieve a goal, altruism, meaningful work, membership, organisational commitment and feedback); and finally, collective leadership was classified into the three sub-categories (communication, development of a communication network and an exchange of opinions between the leader and team). The results presented in the paper correspond with statistical logic. Finally, the test model and the Delphi technique were applied using the survey approach and the ultimate model was described, including 426 codes, 89 sub-categories and the four main categories (rational leadership, emotional leadership, spiritual leadership and collective leadership).
Following the widespread implementation of liberalization policies across the continent and resultant ‘subsidiarity’ of the industrial sectors by mostly Western multinational firms, management development in Africa has been dominated by Western approaches. The alternative is contextualization of research approaches that take into account the cultural and societal values of the people being researched. The article therefore proposes two methodologies believed to be contextual to management development research in multinational firms in Africa. These include indigenous methodology and postcolonial methodology. The two methodologies are complemented by appropriate data collection and analytical approaches, which have also been suggested. Data for this conceptual paper were mainly from review of extant popular and academic literature. The article concludes that applying the proposed methodologies could help tackle the neocolonial influence in African industries to decolonize indigenous people from Western hegemony and management development approaches that do not tackle the development problems of indigenous managers. Theoretically, the article contributes to literature on postcolonial management and organizational studies and, practically, contributes to alternative and appropriate approach to research into managerial skills development problems in Africa.
Orientation: Coaching is sometimes used in organisations to assist and support people when they are promoted into senior leadership positions. These coaching interventions are not optimally designed.
Research purpose: The objective of this research was to investigate how a transition coaching intervention should be designed to cater specifically for people promoted into senior leadership positions.
Motivation for the study: Leaders face daunting challenges when promoted into a senior position. Coaching could offer powerful support, but very little research exists on how to design a transition coaching intervention specifically aimed at supporting recently promoted senior leaders.
Research design, approach and method: A constructivist, grounded theory approach using purposeful, theoretical sampling was used to identify 16 participants (recently promoted senior leaders, coaches, Human Resource [HR] partners and a line manager) from various organisations with whom open-ended interviews were conducted on their experiences of coaching during a transition.
Main findings: Transition coaching is used reactively, started too late and was not continued for long enough. Transition coaching design should take cognisance of coach–coachee matching; goal setting that includes the organisation’s goals; location of coaching session (away from the office); should include reflection and active experimentation; and use assessments and involving the line manager, mentors and the new leader’s team in the process.
Practical and managerial implications: The findings of this research provide practical recommendations for applying coaching during transitions into senior leadership positions and may be useful to human resource practitioners when designing leadership support and succession planning interventions.
Contribution and value added: To address the serious and real possibility of failure once leaders are promoted, and to optimise the time and money spent on coaching during career transitions, this research provides insight into the design and execution of tailor-made transition coaching interventions to help recently promoted senior leaders succeed in their new role.
Abstract
The challenge of managing a multi-generational workforce is prominent in the literature as four
generations try to create a cohesive workspace. This environment offers challenges and
opportunities for organizational leaders, as these generations differ in perspectives, attitudes,
values, characteristics and behaviors. Companies that do not address the generational
differences risk being less efficient, with higher turnover rates; two critical elements businesses
must focus on to remain competitive in their markets. Lean improvement initiatives seek to drive
efficiencies in processes by empowering employees to engage, create a collaborative, problem-solving
environment, and a culture of continuous improvement. Lean may be one solution for
gathering the generations. Through an evaluation of literature, a table of characteristics and
values for each generation is created. Additionally, a compilation of survey results displays
generational preferences and priorities related to a variety of job satisfaction factors. The
results are aligned to lean tools, concepts, and principles that can address the characteristics
and working preferences of the generations. This paper proposes that the principles, concepts,
and tools of lean process improvement may be a solution to bridge the gap between the
generations, improve the efficiency of the organization, and create a cohesive culture.
Despite the general expectation that ethical leadership fosters employees’ ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leader-follower value congruence serves as a boundary condition for the effect of ethical leadership on moral efficacy. We tested the proposed relationships with matched reports from 154 Korean white-collar employees and their immediate supervisors, collected at two different points in time. The results revealed that ethical leadership was positively related to moral voice, and moral efficacy mediated the relationship. Importantly, as the relationship between ethical leadership and moral efficacy depended on leader-follower value congruence, the mediated relationship was effective only under high leader-follower value congruence. Theoretical and practical implications are discussed.
Objectives
Previous studies on the effectiveness of coaching have focused on positive outcomes that clients, coaches and organisational colleagues attribute to engaging in coaching overall. In this study descriptions of critical moments of coaching as experienced by executive coaching clients, their coaches and their sponsors are analysed and compared, to find out more about how coaching conversations are experienced. In this sense the objective of this research was to understand more about ‘sub-outcomes’ of coaching: mini-outcomes as they arise within the process and as a result of the coaching process.
Design
We extend previous studies in two ways. First, we take a process-oriented, qualitative approach by investigating which events are regarded as critical by clients and coaches within their coaching contracts to date. Second, we consider the perspective of sponsors of coaching who refer to the same coaching assignments as clients and coaches have done.
Methods
One-hundred-and-seventy-seven critical-moment descriptions were collected (49 from clients, 49 from coaches and 79 from sponsors of coaching), of which 147 could be matched between coach, client and sponsor working on the same assignment. They are coded with an existing and a new coding scheme and analysed with reference to a larger dataset comprising 555 critical moment descriptions from executive coaching assignments.
Results
Our results suggest that clients and coaches are considerably more aligned in what they regard as critical in their coaching assignments when compared to their alignment with sponsors’ views. Whilst clients and coaches mainly refer to moments of new insight and attitudinal change as critical, sponsors underline changes in the clients’ behaviour, such as their communication or interpersonal skills.
Conclusions
Alongside earlier studies we have found further indications that clients and coaches conducting normal coaching conversations seem to identify critical moments to a large extent with new learning, perspectives and insight, and they pick the same moments well above chance rates. At the same time, organisational sponsors of coaching seem to prioritise more new actions and changes initiated by coaching clients.
In this paper, the cognitive principle introduced by Sperber and Wilson(1986) and later developed in ( 1996) in their Relevance Theory is applied to the analysis of posters painted by people who opposed the war led by the Americans against Iraq.
This article presents some self-reflective considerations on the methodology applied in advertising scholarly publications, based on a review of articles in four leading journals: Journal of Advertising, Journal of Advertising Research, International Journal of Advertising, and Journal of Current Issues and Research in Advertising. This article first identifies two approaches in the positivist paradigm that exert strong impacts on the development of advertising research: the message effects research tradition in the communication field and the consumer psychology research tradition in marketing. With this background, the article next introduces several research questions to explore which methods have dominated advertising research, the role of theory building in affecting the adopted methods and the number of reported studies, differences across the journals, and the degree to which researchers integrate different methods or approaches (quantitative and qualitative) in their research. A content analysis of articles published in these four advertising journals from 2001 to 2015 helps address these research questions and reveals the current status, shifts, and trends in advertising research since the turn of this century. Please click the link for free eprints （up to 50 free downloads): :
http://www.tandfonline.com/eprint/JAK6Zv7FDwir97AgiDbD/full
South Africa has two major rail operators that constitute the rail transport industry. These are Transnet Freight Rail (TFR), which operates freight and the Passenger Rail Agency of South Africa (PRASA). Although the Railway Safety Regulator (2011:29) reported the year on year declining trend of collisions, the main concern is that the costs incurred for each year’s incidents is escalating. This article is concerned with the declining safety standards of these operators as evidenced by 742 collisions recorded during the 2011/2012 financial year for both operators. The focus is mainly on collisions during the movement of rolling stock within the PRASA environment. The analysis of the occurrences is narrowed down, with the emphasis on the province of Gauteng. In the analysis of the causes of these collisions, the problems that led to the root causes of these collisions is reported. Of critical importance is that every transport operator is faced with the challenges of how to effectively respond to the basic transport needs and requirements of the travelling public. The transport users’ need is to travel between the two geographical points. During the journey between these geographical points, the operator has safety and security requirements and must provide a reliable, accessible and affordable transport system. As the travelling public becomes more affluent, the transport needs become open ended and require much more rational public choices. The rail transport system remains a vital or indispensable business sector of the economy. By investing in new technology, rolling stock and infrastructure, we woud see an increase in innovation, competitiveness, and an elevated standard of living.
In organizational research and practice, prolific communication is significantly linked with quality
leadership traits. Leadership quality helps in mitigating the failure of an organization to survive the
increasing business challenges that may result in waste of resources, talents and potentials needed for
achieving optimal organizational productivity. However, an examination of academic literatures reveal
that corporate leaders are often faced with the challenge of how to move smoothly between different
communication styles to communicate clearly articulating ideas and knowledge to employee’s
whenever the occasion demands which hinders organizational productivity. Against this background,
this study explores the relationship between leadership communication style, personality trait and
organizational productivity. The study utilized cross-sectional survey method. Participants were 112
academic staff of University of Lagos, Nigeria who was selected through multi-stage sampling
techniques. Data were collected through structured questionnaire and personal observation. Results
show that there exists a connection between leadership communication style and personality trait. Also,
the finding revealed that leadership communication style determines organization productivity. More so,
the finding established that personality traits and communication styles have combine effect on
organizational productivity. Conclusively, the findings were discussed with reference to relevant
empirical literatures with recommendations for management of organizations both for practice and
future research highlighted.
Objective: The purpose of this paper is to provide a critical assessment of the cross-cultural leadership literature and suggest avenues for future developments on both empirical and conceptual fronts. Research Design & Methods: The paper performs a comprehensive review of the cross-cultural leadership literature with a particular focus on the emergence and effects of culturally congruent leadership. The paper identifies gaps and suggests a sequence of steps for future research. Findings: The major focus of cross-cultural leadership studies has been on the measurement and description of relationships and research within this area has generally paid less attention to addressing other important issues such as cultural value effects across levels, interaction between individual and societal values, and the way culture-leadership congruity is produced and its effects are transmitted. Implications & Recommendations: The gaps identified and suggestions provided may be of value in theory development and integration, and in addressing empirical issues beyond measurement and description of relationships. Contribution & Value Added: Although prior studies offer reviews on effects of culture on organizationally relevant outcomes, but their analyses mainly focus on general categories of attitudes and behaviours. The focus of this paper is on providing a comprehensive assessment of the literature on the culture-leadership link.
CPA firms have consistently experienced high turnover and poor performance amongst their management advisory and information systems professionals. As Keller (2008) suggests, mentoring programs are a mechanism to help attract and maintain good employees. The extant accounting literature well documents the benefits of mentoring such as enhanced communication, greater organizational commitment, higher professional performance and reduced personnel turnover (Scandura & Viator, 1994; Siegel & Reintein, 2001; Siegel et al., 1997). In light of their potential benefits, CPA firms have begun to develop formal mentoring programs for accounting specialists to ensure that the advantages of mentoring are maintained rather than relying on happenstance (Siegel et al., 1997). The extant literature also addresses the benefits and shortcomings of formal mentoring programs for both auditing and tax professionals. (Viator, 2001; Siegel, et al., 1997; Herbohn, 2004). However, to date, no research addresses formal mentoring relative to management advisory services (MAS) professionals employed by CPA firms. MAS professionals work milieu is generally less structured than other professionals employed by CPA firms. In addition, they have greater operating autonomy than is usually the case in public accounting. Thus the purpose of this study is to compare the effects of formal and informal mentoring program effects on MAS professionals working at international public accounting firms. To evaluate the different mentoring programs, the study examines the mentoring processes within the tax departments of two international CPA firms that employ both formal and informal mentoring programs. The results indicate no significant differences between formal and informal programs on MAS professionals' career development. However, the statistical analysis did show a significant difference in the perceived influence of the programs at two professional levels on personal development that appears at the middle range of the programs. The results suggest that the informal mentoring approach leads to stronger personal relationships but does not extend to higher professional firm levels. Neither formal nor informal programs appear to have a significant influence to staff level professionals.
Mentoring received by protégés has been shown to play an important role in relieving protégés’ job-related stress. However, literature on the relationship between mentoring and job-related stress has yielded mixed and inconclusive results. Our research seeks to reconcile the conflicting implications by examining protégés’ individual traditionality and trust in mentor as moderators on the relationship between mentoring and job-related stress. We tested the hypotheses with data from a sample of 210 protégés from a large company in China. Results of our two-way and three-way interaction effect tests revealed that: (1) traditionality moderated the negative relationship between mentoring and job-related stress in such a way that the relationship was stronger for protégés with higher rather than lower traditionality; (2) the influence that mentoring had on job-related stress was strongest for protégés with both high traditionality and a high level of trust in mentor.
We show that the research and theory on this topic are quite robust and are advancing rapidly. Specifically, we address Costanza and Finkelstein’s (2015) assertions about the supposed lack of evidence concerning intergenerational differences in work-related outcomes, the supposed paucity of foundational generational theory, the conceptual complexity of the construct of generations, methodological issues in conducting intergenerational research, epistemological considerations, and directions for future research.We hope that
our brief commentary reveals to readers who are unfamiliar with generational research that there is indeed something there, and that something is rich, complex, and worthy of study.
The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.
Purpose – The purpose of this paper is to find underlying causes of leadership failure in NPM-based reforms in the public service, and propose leadership principles to guard against such failure as leaders meet the demands of a changing, complex public service environment.
Design/methodology/approach – An analysis of the managerial philosophy of Dr Berwick and its effects on CMS overall performance and employee morale.
Findings – NPM-based reforms create an environment in which administrative wrongdoing can occur. The principles of leadership found in NPLT, which advocates values-based, relationship-based distributed leadership provide a template for effective leadership that can reverse and possibly prevent leadership failure due to NPM-based reforms.
Research limitations/implications – The authors used a single case to demonstrate NPLT leadership principles can reverse leadership failure in a Federal Agency. No quantitative analysis is attempted in this paper. The authors choice of papers to use in the literature review was subjective.
Originality/value – This paper identifies NPM-based reforms as a partial explanation for leadership failure in the public service, and also identifies the leadership principles needed to address and prevent such failures. It provides support for the use of NPLT as a template for effective public service leadership.
This article presents 10 important lessons about becoming an executive coach that the author gained in the course of a long career as a consultant, educator, and executive coach: (1) Shape your own set of best practices through multifaceted learning; (2) Convey a concise understanding of coaching; (3) Be clear about who is the client; (4) Work the interplay between relationship and contract; (5) Manage anxiety: the client’s, the sponsors’, and your own; (6) Leverage feedback; (7) Convey confidence along with humility; (8) Toggle between internal and external processes; (9) Choose executive coaching as a career with full awareness; and (10) Stay the course as you evolve. An introduction presents the background that frames the author’s perspectives and a conclusion is offered with the final lesson.
Past studies have inferred an indirect relationship between Perceived Organisational Support and Resistance to Change. Making clear the “black box” between Perceived Organisational Support and Resistance to Change is crucial to predict the success of organizational change. Drawing upon organizational support theory and conservation of resources theory, this research was conducted in an attempt to offer a systematic analysis on employees' positive psychology in organizational change. The total valid sample consisted of 288 employees from Taiwanese consumer electronics manufacturing which were undergoing organizational change. The theoretical framework was analyzed by LISREL model. Results showed that Readiness for Change had negatively direct effects on Resistance to Change, and indicated that Readiness for Change mediated the relationships between Perceived Organisational Support and Resistance to Change, and Readiness for Change also mediated the relationships between Positive Psychological Capital and Resistance to Change. Finally, this study proposes managerial implications and highlights future research suggestions.
To prepare executives for the competitive and dynamic world of business, MBA and EMBA programmes have begun using executive coaching to develop high-functioning executives. Of the top 10 EMBA programmes discussed in the 2011 US News and World Report, all offered some form of executive coaching to their students. Despite this, many programmes are unsure of how to effectively utilise coaching with their students. This article presents a four-step method developed to facilitate student self-awareness and optimise matching with an executive coach. Because of the critical importance of the coach-participant match in coaching outcome, this method is presented as a way to optimise the efficiency and effectiveness of executive coaching with MBA and EMBA students.
Virtual coaches can drop in frequently and offer on-the-spot feedback. See how bug-in-ear coaching can improve teachers' performance and foster collaboration.
Methodological and Ethical Dilemmas of Archiving Qualitative Data
The purpose of this research paper is to develop a theoretical framework of leadership behaviours and attributes which are universally endorsed across cultures. The model investigates a set of independent variables encompassing leadership behaviours and social culture. Leadership behaviours examined this research include charismatic, visionary, authentic, team oriented and servant leadership. Social culture dimensions are based and originated from the study of GLOBE including power distance, uncertainty avoidance, Collectivism I, Institutional collectivism, Collectivism II, In-Group Collectivism, Gender Egalitarianism, Assertiveness, Future orientation, Performance Orientation and Humane Orientation. The research study is developed to determine the relationship between leadership and social culture and the effect of the abovementioned leadership behaviours on leader acceptance and leader effectiveness across cultures. The literature review examines prior research studies on various aspects of leadership dimensions, as well as theories investigating both culture universal and specific approaches to leadership. A theoretical model clarifying the significance and establishing justification of selection of the abovementioned leadership behaviours and prior support for universal endorsement for some these dimensions e.g. Charismatic and Transformational leadership. Planned Methodology, measurement, empirical testing and application of the theoretical model is investigated where qualitative and quantitative approaches could be applied. A quantitative approach is employed to design a survey questionnaire to identify the appropriate conceptualisation of integrated leadership attributes and behaviour items. Selecting samples of the study needs careful consideration for harmonisation and homogeneity among cultures. Higher Education is one of the potential industries that could be targeted and investigated in this research study. The competitive advantage of the theoretical model is characterized by the combination and integration of various characteristics and attributes of leadership which have elements of contradiction and consistency. The model argues that in spite of the divergence between different leadership attributes, they transcend national borders and are endorsed across cultures.
This article extends relevance theory (RT) from linguistic pragmatics into information retrieval. Using more than 50 retrieval experiments from the literature as examples, it applies RT to explain the frequency distributions of documents on relevance scales with three or more points. The scale points, which judges in experiments must consider in addition to queries and documents, are communications from researchers. In RT, the relevance of a communication varies directly with its cognitive effects and inversely with the effort of processing it. Researchers define and/or label the scale points to measure the cognitive effects of documents on judges. However, they apparently assume that all scale points as presented are equally easy for judges to process. Yet the notion that points cost variable effort explains fairly well the frequency distributions of judgments across them. By hypothesis, points that cost more effort are chosen by judges less frequently. Effort varies with the vagueness or strictness of scale-point labels and definitions. It is shown that vague scales tend to produce U- or V-shaped distributions, while strict scales tend to produce right-skewed distributions. These results reinforce the paper's more general argument that RT clarifies the concept of relevance in the dialogues of retrieval evaluation.
The purpose of this study is to validate the proposed model of integral leadership style based on spiritual and philosophical approaches by examining the perception of tactics involved in integral leadership style in the Indian context. The data were collected from the managers regarding their leadership style according the scale developed for integral leadership style in the service sector companies in the fields finance and telecom in the northern Indian region. Authors attempt to do this by interpreting and synthesizing the model of integral leadership style. This study used Internal Consistency Reliability, Pearson Correlation, and Exploratory Factor Analysis as statistical techniques. Results showed that the model of integral leadership style is valid within the Indian context and the holistic, intuitive and conscious approaches are better correlated than intelligent and sensual approach.
Purpose
This paper aims to identify the key competencies managerial coaches have and examine the significant competencies that affect coaching effectiveness in the Malaysian telecommunications industry.
Design/methodology/approach
The unit of analysis was individual managerial coaches who were working in the Malaysian telecommunications industry. Among the 300 questionnaires distributed, a total of 140 were obtained and deemed sufficiently complete to be useable. Descriptive and multiple regression analyses were used to analyze the data.
Findings
The results indicated that leadership development is the most important function of managerial coaching, followed by communication. In addition, co-creating the relationship and effective communication are the critical categories of competencies for managerial coaching. Analysis from the regression highlighted that effective communication is the influencing factor on the coaching effectiveness, followed by facilitating learning, and results. The findings also shown that all the core competencies in setting foundation are the significant influencing factors.
Research limitations/implications
Analyses relied on cross-sectional data and limits the generalizability of findings to other industries. The utilization of self-reported perceptual data may suffer from response bias.
Practical implications
This paper highlights personal or professional coaching characteristics that might affect managerial leadership development. It also provides a list of important criteria for developing effective managerial coaching to assist Malaysian managerial coaches to build a world class workforce.
Originality/value
Using International Coach Foundation competency model, this study provides an insight on the important criteria to develop and select coaching managers effectively which ultimately lead to performance improvement in the organization.
Purpose
In today’s retail environment, retailers’ leadership skills can make the difference between the success and failure of their retail stores. Despite the acknowledgment that retailers’ leadership skills and behaviour are important, treatment of the topic within the retail marketing and management literatures is still very limited. Against this backdrop, this paper aims to focus on the relationship between the retailers’ charismatic leadership and frontline employee outcomes.
Design/methodology/approach
For the purpose of this study, the authors develop hypotheses about the influence of the retailers’ charismatic leadership on frontline employee job satisfaction, self-efficacy, organizational identification and turnover intentions. Using structural equation modelling, hypotheses are tested using a sample of 208 frontline employees from the Finnish retail industry.
Findings
As a first main contribution, the findings of this study indicate that charismatic leadership has a very strong positive impact on job satisfaction. As a second contribution, this study shows that there is strong positive link between charismatic leadership and the self-efficacy of frontline employees. As a third contribution, this study indicates that charismatic leadership is positively related to organizational identification. And finally, this study indicates that charismatic leadership has a very strong negative impact on employee turnover intentions.
Originality/value
This study contributes to retail management and services marketing literature by broadening the current understanding of the leadership behaviour of retailers and its effectiveness and demonstrating how frontline employees respond to charismatic leadership in the retail setting.
Purpose
– The purpose of this paper is: first, to present a qualitative descriptive case study of the Mayo Clinic leadership and organization development philosophy and approach; second, to summarize a strategy for using intentional organization design as a foundation for culturally aligned physician leadership development and third, to describe the Mayo Clinic Leadership Model.
Design/methodology/approach
– This manuscript is a qualitative descriptive case study of the Mayo Clinic leadership development philosophy and approach. The authors reviewed the organization design and leadership development programs of a leading healthcare institution. In the systematic appraisal, the authors sought to understand the key features and elements of team-based leadership development and the supporting organizational characteristics that guide development with the use of a customized institutional leadership model.
Findings
– The authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are: patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Effective organization design aligns the form and functions of the organization with leadership development and its mission.
Originality/value
– This qualitative descriptive case study presentation and analysis offers a unique perspective on physician leadership and organization development in healthcare.
Purpose
– The purpose of this paper is to present coaching opportunities and applications in the workplace as well as to point out that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. A further purpose of this paper is to gain some insight regarding several critical success factors are not well understood by organizations and to identify possible areas for improvement for them.
Design/methodology/approach
– The authors first presents the environment in which coaching was developed, from which disciplines was it affected, and how it was shaped into its current form. Then the authors focus on coaching used as a business development tool and critical factors that play an important role in the effectiveness of coaching from the organizations’ side are presented. The paper ends with some qualitative conclusions.
Findings
– The value that organizations realize form coaching is proportional to the quality of coaching delivered. Organizations that invest in quality coaches, have, themselves, a clear understanding of what coaching really is and actively support coaching initiatives at every aspect of coaching’s procedure, can reap the greatest benefits from it.
Originality/value
– Several studies have been conducted to determine the organization-dependent factors that affect coaching and the quality of the result. However, do date it has not been highlighted that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. Furthermore, possible areas for improvement for companies are identified regarding several critical success factors that are not well understood by them.
This "New and Noteworthy" column focuses on selected recent literature concerning career mentoring in libraries.
Case Description: This case describes a successful spear phishing attack, the factors that precipitated it and the response to the crisis by top management. The primary issues concern the mismanagement of information systems security by top management, the conflict in goals between executive management and the information security professionals, and crisis response. This case may be used to highlight several different perspectives. One perspective involves the management of information systems and information systems security, a second involves information silos, and a third concerns crisis management. This case is suitable for graduate and advanced undergraduate management information systems classes. The case has a difficulty level of five. Students should spend from ten to fifteen hours outside of class analyzing the case, depending on the breadth and depth of the analysis the instructor desires. Case Synopsis: In 2012, the South Carolina Department of Revenue (DoR) was a victim of a spear phishing attack that led to the biggest data security breach on record for a U.S. state government. This case describes how the spear phishing attack began, what the attacker did, and the conditions that made the DoR vulnerable to the attack. The attack, which resulted in the theft of confidential data on 3.8 million individual taxpayers and 699,900 businesses, was enabled by an executive decision not to spend a relatively small amount of funds for a needed information system security system. The initial response when news of the attack became public is a classic example of poorly handled crisis management. The DoR is responsible for collecting and processing $8.5 billion of tax payments. Decisions to reduce expenses for proper safeguards to protect its computer network, databases, and taxpayer data, made the information system vulnerable to the attack. Mismanagement of the information system is a chronic problem for state governments due to their hierarchical structure and insufficient funding. The case title characterizes the incident and how it was handled as the "mother of management dysfunction." While this portrayal may be extreme, it is not made lightly. Rather, it reflects the seriousness of the incident and issues related to it.
‘This book is a milestone in the coaching literature. Elaine Cox provides an excellent text that is scholarly, practical and accessible. She offers clear insights into how coaching works so that coaching is truly understood!' Bob Garvey, Professor of Business Education, York St John Business School ‘Bridging the gap between academic research/theory and the world of the practitioner is arguably the greatest challenge facing the coaching profession. Elaine Cox accomplishes this feat in one of the most difficult topic areas in a highly readable and accessible, yet evidence-based volume.’ Professor David Clutterbuck, European Mentoring and Coaching Council The days of the cowboy coach may be numbered! Coaching Understood takes a fresh approach to coaching skills and techniques by examining each element of the coaching process in detail in order to verify and justify its effectiveness. By exposing the mystery underlying coaching’s success as a personal and professional development intervention, Elaine Cox undertakes to generate a better understanding of coaching, improve coaching practice, and breed a new generation of more informed coachees and buyers of coaching. Coaching Understood is essential reading for students and practitioners alike.
There are few challenges as daunting as achieving positive outcomes for students with emotional disabilities. A major obstacle is the generally poor quality of classroom instruction. Too few general education teachers or special education teachers possess the knowledge and skills to adequately serve this population of learners. Various factors account for the inadequate level of teacher preparation, including licensure requirements that emphasize quantity over quality, the research-to-practice gap, a train-and-hope rather than a train-and-coach approach to teacher preparation, and the absence of an infrastructure to support sustained use of evidence-based practices. I discuss each of these factors and offer some recommendations for improving the quality of teacher preparation and, in turn, the potential for more positive student outcomes.
It is impossible to control another person's motivation. But much of the instructor's job involves stimulating learner motivation, and learning environments should ideally be designed toward this goal. Motivational Design for Learning and Performance introduces readers to the core concepts of motivation and motivational design and applies this knowledge to the design process in a systematic step-by-step format. The ARCS model-theoretically robust, rooted in best practices, and adaptable to a variety of practical uses-forms the basis of this problem-solving approach. Separate chapters cover each component of the model-attention, relevance, confidence, and satisfaction-and offer strategies for promoting each one in learners. From there, the motivational design process is explained in detail, supplemented by real-world examples and ready-to-use worksheets. The methods are applied to traditional and alternative settings, including gifted classes, elementary grades, self-directed learning, and corporate training. nd the book is geared toward the non-specialist reader, making it accessible to those without a psychology or teaching background. With this guide, the reader learns how to: Identify motivation problems and goals Decide whether the environment or the learners need changing Generate attention, relevance, confidence, and satisfaction in learners Integrate motivational design and instructional design Select, develop, and evaluate motivational materials Plus a wealth of tables, worksheets, measures, and other valuable tools aid in the design process Comprehensive and enlightening, Motivational Design for Learning and Performance furnishes an eminently practical body of knowledge to researchers and professionals in performance technology and instructional design as well as educational psychologists, teachers and trainers. © Springer Science-Business Media, LLC 2010. All rights reserved.
In recent years coaching has become an increasingly popular intervention used in both personal and professional development spheres. This chapter draws on industry research from scholars as well as professional organizations to map the history, definitions, and trends of executive and organizational coaching to provide clarity on a complex and still-emerging discipline.
In recent years, relations between China and Japan/US and the security environment in East Asia as a whole have aroused serious concerns around the world. Offensive realism structurally ascribes this regional geopolitical evolution to the rise of China and the distrust it causes in Tokyo, Washington and capitals of other neighbouring countries, which is a very influential explanation. However, offensive realism does have some theoretic blind spots. This paper offers a leadership theory of foreign policy to illuminate the blind spots, arguing that the immediate cause consists in the lack of diplomatic leadership and the ensuing compromise deficit in regional geopolitical arena that in larger part gives rise to the worrying situation. This leadership theory is composed of four core arguments: 1) foreign policies are made by top leaders; 2) leaders do make different policies in response to the same international changes and pressures; 3) leaders are better-informed than any elite or mass groups to know where the boundaries of political compromise lie; 4) only leaders are in the capacity to help shape international politics. Therefore, the key to a better security environment of East Asia is held in the hands of the leaders. Relations between nations rely largely on interaction and understanding between their leaders, so more summit meetings between Chinese and Japanese leaders are a necessary condition for smarter handling of bilateral territorial disputes. If four prerequisites are met, leaders can better manage power-security competition between their countries, so as to minimise the risks of violent conflict, and make regional peace sustainable and lasting. The prerequisites are: 1) when leaders are prudent; 2) when leaders resist nationalistic pressure of public opinion; 3) when leaders are strategically pragmatic and patient; 4) when leaders are strategically tolerant.
Purpose
– The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance.
Design/methodology/approach
– Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected.
Findings
– The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process.
Practical implications
– This research furnishes a quantitative criterion for the evaluation and ranking of the determining factors in coaching success, which facilitates a justified selection of factors, both for research and professional purposes.
Social implications
– This study makes it possible to better channel the allocation of resources and gearing of business decisions for the implementation of coaching programs.
Originality/value
– This paper provides a systematic review of the empirically based literature dealing with the main success factors in the effective application of executive coaching, and contributes new factors derived from the knowledge of professional experts, along with a classified and ranked list of those factors, assessed in terms of their relevance to the satisfactory outcome of a coaching process.
The purpose of this article is to recount some highlights of a personal journey of a case study researcher. The researcher not only hopes to give a methodological and scholarly approach to the research but also intends to share some personal exciting and disappointing experiences during the journey. The article gives a detail on identifying the research problem, selection of the adequate research method, selection of the research organization, data collection, analysis and making sense of the data, publishing the results and extending research into post-doctoral research.
Purpose
– In order to bridge the gap and provide organizations with practical assistance in dealing with the effectiveness of executive coaching. The purpose of this paper is to investigate the association between coaching relationship which constitutes of rapport, trust, commitment and match with coaching effectiveness in Malaysia using a quantitative research method.
Design/methodology/approach
– Based on the extensive review of the current literature, rapport, trust, commitment and coach-coachee match with coaching effectiveness are investigated through questionnaire. Objective-driven model which focuses on the extent to which coaching objectives have been met, is used to measure the effectiveness of executive coaching.
Findings
– The main results of the multiple regressions demonstrate that both rapport and commitment significantly influence coaching effectiveness. These findings provide a basis for developing a quality relationship to advance the executive coaching and HRM research literature.
Practical implications
– The practical implication of this study could be useful for HCM managers, who want to enhance leadership capabilities through executive coaching engagement that support their organizations performance.
Originality/value
– This Malaysian study will build upon the existing knowledge by investigating the factors contributing to quality coaching relationship from the coachee’s viewpoint.