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Full-Text Articles in Business
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
James B Shaw
This study describes the development of a measure of the nature of bad leadership in organisations. We then use scales developed from that measure in cluster analysis to empirically derive a taxonomy of bad leaders. Data were obtained through a web-based survey that generated 717 respondents. Based on follower perceptions, the results identified seven types of bad leaders based on behaviour-focused scales and seven types of bad leaders identified were not "all bad" but rather perceived as extreme on just one or two characteristics.
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Anthony Erickson
This study describes the development of a measure of the nature of bad leadership in organisations. We then use scales developed from that measure in cluster analysis to empirically derive a taxonomy of bad leaders. Data were obtained through a web-based survey that generated 717 respondents. Based on follower perceptions, the results identified seven types of bad leaders based on behaviour-focused scales and seven types of bad leaders identified were not "all bad" but rather perceived as extreme on just one or two characteristics.
An Empirical Investigation Of The Antecedents, Behaviors, And Outcomes Of Bad Leadership, Anthony Erickson, James Shaw, Zha Agabe
An Empirical Investigation Of The Antecedents, Behaviors, And Outcomes Of Bad Leadership, Anthony Erickson, James Shaw, Zha Agabe
James B Shaw
This exploratory study identifies actions and behaviours which subordinates attribute to ‘bad leadership’ and explores the implications these factors have for organizations. Data was obtained through a web-based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders; behaviours causing a leader to be perceived as bad; the impact of bad leaders on the employee and organisation; whether these bad leaders had always been bad; and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.
Can Emotional Intelligence Be Increased Through Training?: An Experimental Study, Jane Murray, Peter Jordan, S Hall-Thompson
Can Emotional Intelligence Be Increased Through Training?: An Experimental Study, Jane Murray, Peter Jordan, S Hall-Thompson
Jane Murray
The training of emotional intelligence in organizations continues to be the subject of much academic discussion. Since the emotional intelligence construct first began to gain attention in the early 1990's academics and practitioners alike have debated whether the skills and abilities associated with emotional intelligence can be learned. As the debate continues, organizations maintain their investment in emotional intelligence training programs that propose to increase the emotional intelligence of individuals, and also increase their overall workplace performance. In this paper we identify specific emotional intelligence skills and abilities that can be trained, and compare these skills to current emotional intelligence …
The Highs And Lows Of Emotional Intelligence: How Does Emotional Labour And Workplace Training Affect Emotional Intelligence, Peter Jordan, Jane Murray
The Highs And Lows Of Emotional Intelligence: How Does Emotional Labour And Workplace Training Affect Emotional Intelligence, Peter Jordan, Jane Murray
Jane Murray
The emotional intelligence construct continues to attract significant attention, research and investment from industrial and organisational psychologists, practitioners and organisations worldwide. This symposium presents some of the most recent academic and practitioner work being conducted in the area of emotional intelligence in Australia. Specifically, this symposium examines how these differing areas of research interrelate to increase our understanding of the affects emotional intelligence has on individuals in organisations. In total, three papers will be presented. The first presentation provides an overview of emotional intelligence from a practitioner perspective. In particular, this presentation focuses on some misconceptions that are currently impeding …
Increasing Emotional Intelligence: Presenting The Results Of A Training Intervention, Jane Murray, Peter Jordan, Neal Ashkanasy
Increasing Emotional Intelligence: Presenting The Results Of A Training Intervention, Jane Murray, Peter Jordan, Neal Ashkanasy
Jane Murray
This poster presents the results of an eighteen month study examining the impact of an emotions focused training intervention on emotional intelligence. In total 280 staff from a large Queensland public sector organisation attended a two-day training program that focused upon imparting the skills and abilities associated with Mayer and Salovey's (1997) four-branches of emotional intelligence (awareness, understanding, facilitation and management of emotions). Utilising an experimental methodology, the experimental group's emotional intelligence was tested prior to the commencement of training and again after the training had been completed using the Workgroup Emotional Intelligence Profile (WEIP-6; Jordan, Ashkanasy, Härtel, & Hooper, …
A Comparative Study Of The Effects Of Training On Emotional Intelligence, J Murray, P Jordan, N Ashkanasy
A Comparative Study Of The Effects Of Training On Emotional Intelligence, J Murray, P Jordan, N Ashkanasy
Jane Murray
The training of emotional intelligence in organisations is the subject of much discussion. Ever since the construct first began to gain attention in the early 1990’s academics and practitioners alike have shown great interest, and have debated whether the skills and abilities of emotional intelligence can be learned. As this debate continues, organisations continue to invest millions of dollars in emotional intelligence training programs that propose to increase the emotional intelligence and overall workplace performance of individuals.
The purpose of this research is to compare two differing training programs and their effects on the emotional intelligence of participants. The first …
Emotional Intelligence Skills Training, Jane Murray
Emotional Intelligence Skills Training, Jane Murray
Jane Murray
In recent times a significant amount of research has been undertaken in the area of emotions in organisations (Ashkanasy, Härtel, & Daus, 2002). In particular, the emotional intelligence construct has been widely researched and highlighted as a tool that organisations can harness to improve individual performance of organisational members at all levels (Jordan, Ashkanasy, & Härtel, 2002). This has led to an increased offering of emotional intelligence training interventions, many of which lack empirical support. At present, a debate exists over whether emotional intelligence is an ability, or can be learned (Mayer, Salovey, Caruso, & Sitarenios, 2001). Additionally, the research …