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This study aimed to examine the role of strategic planning as a mediate in affecting succession planning, non-family leadership on the successful succession of family businesses. The population is the family businesses in the seco...
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This study aimed to examine the role of strategic planning as a mediate in affecting succession planning, non-family leadership on the successful succession of family businesses. The population is the family businesses in the second or third generation. One hundred managers or CEOs of the family businesses were selected as samples using purposive and convenience sampling technique. Quantitative analysis methods are applied to analyse the data. The result showed that succession planning does not significantly affect the successful succession of family businesses. Nevertheless, the effect of succession planning is significant to strategic planning, and strategic planning was significant affected success succession. Therefore, succession planning is fully mediated by strategic planning through the success succession of family business. Furthermore, non-family management does not significantly and directly affect the successful succession, and neither, non-family management is mediated by strategic planning through the successful succession of the family business.
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The development of gender diversity in leadership positions is a critical need for many companies as they develop strategies for how they will compete in the future. In this article, we test hypotheses about diverse leadership suc...
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The development of gender diversity in leadership positions is a critical need for many companies as they develop strategies for how they will compete in the future. In this article, we test hypotheses about diverse leadership succession, using survey and archival data. Survey data were collected from executives and managers who responded to questions about their succession planning, successors, and the context of diversity in their work environments. Results indicate that the nomination of women as successors was positively associated with more favorable diversity climates for women. Furthermore, we found that the nomination of female successors was positively associated with the performance of incumbent managers who nominated them as their successors. We also found that the performance of incumbent managers moderated the relationship between diversity climate and the nomination of female successors. Lower-performing incumbents were less likely than higher-performing incumbents to nominate women as successors when the diversity climate was unfavorable. When the diversity climate was favorable, lower performers were more likely and higher performers were equally likely to nominate women as successors. We found no differences in the degree of objectivity in incumbents' descriptions of the strengths of female successors versus their male counterparts or in the degree of subjectivity in their developmental needs.
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Purpose - The purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers associated with an ageing workforce, leadership drain and ...
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Purpose - The purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers associated with an ageing workforce, leadership drain and the enticement of people into leadership roles. Design/methodology/approach - A consultant was engaged to facilitate a review of the UOW Library's leadership situation. Key to this process and subsequent activities was the use of the Lominger Leadership competencies; measurable characteristics related to success in the workplace to establish the desired leadership profile. Career interviews, professional coaching and targeted assignments were integral to the development of needed competencies.
Findings - The paper finds that feedback from peers, managers and staff was a significant component of the evaluation strategy. Formal assessment took place through the use of the Lominger's VOICES® 360-degree feedback instrument, an institutional employee climate survey and recertification against the Investors in People standard. Results showed improved self-confidence in leaders, a greater preparedness to address underperformance, and that career and developmental plans were more considered and constructive in their design. Significant improvement in leadership performance was noted in a later employee climate survey.
Practical implications - A commitment by the executive or senior leadership team is critical to this type of developmental program. Considerable energy and time is required from all parties involved, e.g. scheduling time for workshops, coaching sessions, subsequent actions and review; challenging in an environment of ever-increasing priorities. Challenging also is the management of perceptions and expectations of staff. There was some disaffection from staff who were not included in the first round of coaching. Subsequently, opportunities to support both external and internal coaching are being investigated.
Originality/value - A commitment to new methods to support and evaluate leadership development initiatives resulted in changed perceptions of leadership aspiration, aptitude and ability. The identification of required competencies provided improved goal clarity, insight on how to become skilled in a given competency, and a reference point for evaluation. Importantly the performance of leaders has improved. There is qualitative and quantitative data to demonstrate both a commitment to leadership development and the application of desired behaviours associated with the competencies. The capacity to grow and promote from within has also improved; evidence that the succession management initiative is being achieved.
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What could be more telling of our need for marketing in our continuing world of change than this anonymous statement? Today, public gardens, like other businesses, are faced with a variety of new market challenges--from changing c...
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What could be more telling of our need for marketing in our continuing world of change than this anonymous statement? Today, public gardens, like other businesses, are faced with a variety of new market challenges--from changing consumer attitudes togrowing competition. Marketing strategies and tactics that were once successful, may not be as effective now--or in the future. The events of September 11, combined with the state of our national economy, is but a recent example of how organizations, dependent on out-of-state and international tourism, saw revenues slide. Airlines, already on shaky financial ground, went bankrupt. Downtown hotels that once thrived on a strong convention business were empty. And attendance at major attractions, from Disney World to the Mall of America, dropped sharply. Even the group tour business, which many public gardens depend on, experienced fall-off.
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We present an outline for a year-long training session for potential departmental leaders. This outline is based on training led by the author over one academic year. The training consists of nine sessions with an emphasis on acti...
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We present an outline for a year-long training session for potential departmental leaders. This outline is based on training led by the author over one academic year. The training consists of nine sessions with an emphasis on active learning among the participants.
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Project planning is widely thought to be an important contributor to project success. However, there is a little research to affirm its impact and give guidance as to how much effort should be spent on planning to achieve best res...
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Project planning is widely thought to be an important contributor to project success. However, there is a little research to affirm its impact and give guidance as to how much effort should be spent on planning to achieve best results. We aim to rectify this omission. Data was collected on 1386 projects from 859 respondents via a global survey. A significant relationship was found between the quality of the planning deliverables and success. Detailed analysis of the data collected revealed an inverted-U relationship between the percentage of effort spent on planning and project success. After correcting for key moderator effects, a significant relationship with an of 0.15 was revealed. Further analysis showed that the fraction of planning effort that maximized the project success was 25% of project effort. This was substantially more than the 15% mean value reported by respondents. The greatest impact was found to be on the broad success measures with a lesser effect on project efficiency: time; budget; and scope. The inverted-U relationship between effort spent on planning and project success indicates that projects can spend too much time in planning, as well as too little. But we found that projects are spending less time in planning than the optimum to achieve best results.
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Leader succession is a traumatic event in any organization and unfortunately the list of successor candidates rarely includes women. In order to extend current knowledge regarding leader succession, this study examines the effect ...
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Leader succession is a traumatic event in any organization and unfortunately the list of successor candidates rarely includes women. In order to extend current knowledge regarding leader succession, this study examines the effect of leader successor gender on post-succession performance. Juxtaposes theories regarding gender stereotypes, organization leadership, and leadership succession. Hypotheses are tested using a sample from one of few forums that yields a sufficient mix of male and female leaders - US NCAA Division I women's head basketball coaches. Results suggest neither gender outperforms the other. More importantly, finds that gender successor origin moderates the relationship between the gender of the successor and short-term organizational performance.
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The high number of nursing staff in Indonesia requires optimal management skills, one of which comes from the leadership domain. The succession planning program can be an option to prepare nurses who have leadership potential to c...
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The high number of nursing staff in Indonesia requires optimal management skills, one of which comes from the leadership domain. The succession planning program can be an option to prepare nurses who have leadership potential to carry out a management function. This study aims to identify the nurse succession planning model and its application in clinical practice. This study uses a narrative review of the literature approach. Article searches were carried out using electronic databases (PubMed and Science Direct). Researchers obtained 18 articles. Three main themes emerged: (1) the factors that influence the efficient implementation of succession planning, (2) the benefits of succession planning, and (3) the implementation of succession planning in clinical practice. Training and mentoring related to leadership, support from human resources, and adequate funding are the main factors in implementing effective succession planning. Succession planning also can help nurses find competent leaders. However, in its application in clinical practice, the process of recruitment and planning for nurse managers that occurs in the field is not optimal so that succession planning must exist and be integrated with organizational needs and provide guidance and assistance for the younger generation who will become leaders in the future.
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The objectives of this review were to better understand the types of research available on leadership coaching in succession planning, identify gaps in the literature and outline future research areas. We used a scoping review pro...
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The objectives of this review were to better understand the types of research available on leadership coaching in succession planning, identify gaps in the literature and outline future research areas. We used a scoping review protocol to determine to what extent these concepts have been studied together. The Joanna Briggs Institute Scoping Review Protocol was used. We found 22 articles that studied these concepts together. Results indicated that the literature has focused on the use of coaching, not its effectiveness in relation to succession planning and has been mainly qualitative and descriptive in nature. Most measured outcomes related to leadership coaching and succession is focused only on the perceptions of participants, not tangible outcomes. Succession planning and leadership coaching have been studied in the literature independently, however, there is little research to ascertain the impact of leadership coaching on succession planning. This study examines the literature and provided directions for future research.
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