Managerial development through self and group evaluation of managerial style
The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated...
Ausführliche Beschreibung
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| Autor*in: |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
1995 |
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| Schlagwörter: |
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| Umfang: |
6 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
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| Übergeordnetes Werk: |
In: The journal of management development - Bradford : Emerald, 1982, 14(1995), 1, Seite 34-39 |
| Übergeordnetes Werk: |
volume:14 ; year:1995 ; number:1 ; pages:34-39 ; extent:6 |
| Links: |
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| DOI / URN: |
10.1108/02621719510075888 |
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NLEJ219747598 |
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| 520 | |a The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. | ||
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| 700 | 1 | |a Lessem, Ronnie |4 oth | |
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10.1108/02621719510075888 doi (DE-627)NLEJ219747598 DE-627 ger DE-627 rakwb eng XA-GB Managerial development through self and group evaluation of managerial style 1995 6 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. Emerald Fulltext Archive Database 1994-2005 Evaluation Management development Management styles Baruch, Yehuda oth Lessem, Ronnie oth In The journal of management development Bradford : Emerald, 1982 14(1995), 1, Seite 34-39 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:14 year:1995 number:1 pages:34-39 extent:6 http://dx.doi.org/10.1108/02621719510075888 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 14 1995 1 34-39 6 |
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10.1108/02621719510075888 doi (DE-627)NLEJ219747598 DE-627 ger DE-627 rakwb eng XA-GB Managerial development through self and group evaluation of managerial style 1995 6 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. Emerald Fulltext Archive Database 1994-2005 Evaluation Management development Management styles Baruch, Yehuda oth Lessem, Ronnie oth In The journal of management development Bradford : Emerald, 1982 14(1995), 1, Seite 34-39 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:14 year:1995 number:1 pages:34-39 extent:6 http://dx.doi.org/10.1108/02621719510075888 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 14 1995 1 34-39 6 |
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10.1108/02621719510075888 doi (DE-627)NLEJ219747598 DE-627 ger DE-627 rakwb eng XA-GB Managerial development through self and group evaluation of managerial style 1995 6 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. Emerald Fulltext Archive Database 1994-2005 Evaluation Management development Management styles Baruch, Yehuda oth Lessem, Ronnie oth In The journal of management development Bradford : Emerald, 1982 14(1995), 1, Seite 34-39 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:14 year:1995 number:1 pages:34-39 extent:6 http://dx.doi.org/10.1108/02621719510075888 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 14 1995 1 34-39 6 |
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10.1108/02621719510075888 doi (DE-627)NLEJ219747598 DE-627 ger DE-627 rakwb eng XA-GB Managerial development through self and group evaluation of managerial style 1995 6 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. Emerald Fulltext Archive Database 1994-2005 Evaluation Management development Management styles Baruch, Yehuda oth Lessem, Ronnie oth In The journal of management development Bradford : Emerald, 1982 14(1995), 1, Seite 34-39 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:14 year:1995 number:1 pages:34-39 extent:6 http://dx.doi.org/10.1108/02621719510075888 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 14 1995 1 34-39 6 |
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10.1108/02621719510075888 doi (DE-627)NLEJ219747598 DE-627 ger DE-627 rakwb eng XA-GB Managerial development through self and group evaluation of managerial style 1995 6 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. Emerald Fulltext Archive Database 1994-2005 Evaluation Management development Management styles Baruch, Yehuda oth Lessem, Ronnie oth In The journal of management development Bradford : Emerald, 1982 14(1995), 1, Seite 34-39 Online-Ressource (DE-627)NLEJ219579105 (DE-600)2020272-6 nnns volume:14 year:1995 number:1 pages:34-39 extent:6 http://dx.doi.org/10.1108/02621719510075888 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 14 1995 1 34-39 6 |
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managerial development through self and group evaluation of managerial style |
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Managerial development through self and group evaluation of managerial style |
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The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. |
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The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. |
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The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219747598</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707092520.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s1995 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/02621719510075888</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219747598</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Managerial development through self and group evaluation of managerial style</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">1995</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">6</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The spectral management type inventory (SMTI) is an analyticalinstrument designed to enable people to identify their personalmanagement style. All top-level managers in one large UK corporationfilled in a self-perception questionnaire assessing their managementstyle. Then, as a group, they evaluated their peers for their managementstyle, according to the same dimensions. The correlations between theself and the group evaluations were relatively high. Two kinds ofresults emerged. First, in the cases of congruence between the self andthe peers' evaluations participants were enabled to realize theirstrengths as well as their weak elements. Second, in those cases ofnon-congruence, what was indicated to the individual and to the groupwas that the self perception was not correlated by the group. It servedas a unique kind of feedback which ended in a powerful learningexperience.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Evaluation</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management development</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management styles</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Baruch, Yehuda</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Lessem, Ronnie</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">The journal of management development</subfield><subfield code="d">Bradford : Emerald, 1982</subfield><subfield code="g">14(1995), 1, Seite 34-39</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219579105</subfield><subfield code="w">(DE-600)2020272-6</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:14</subfield><subfield code="g">year:1995</subfield><subfield code="g">number:1</subfield><subfield code="g">pages:34-39</subfield><subfield code="g">extent:6</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/02621719510075888</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">14</subfield><subfield code="j">1995</subfield><subfield code="e">1</subfield><subfield code="h">34-39</subfield><subfield code="g">6</subfield></datafield></record></collection>
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