Getting a firm grip on the realities for physician executives

Today, physician executives can be found in every health care setting-group practices, hospitals and academic medical centers, insurance companies, drug companies, airlines, the government, and more. But before physicians land these positions, they must negotiate the often difficult passage from clinician to manager to executive to business-minded leader. To manage this transition successfully, physicians must be aware of and understand some basic realities of management positions. The nature of these realities and how physicians interested in management can deal with them are the subject of this article.     

Bewusster Umgang mit Übertragungsphänomenen als Management Soft Skill

The author presents the psychological concept of transference and it’s relevance for daily management life in companies. This aspect can above all be found in hierarchical working relationships were the transference of unsolved and repressed conflicts of collaborators coming from their personal biography appear rather frequently. But also the dynamics within teams may be influenced by transference phenomena. Explanation is given how these transference-based conflicts can develop counterproductive dynamics. Based on three case examples the author illustrates these dynamics. He finally comes to the conclusion that the knowledge of the transference phenomena and how to deal with them consciously is an important management soft skill that improves manager’s and leader’s efficiency.     

Acting with the best of intentions… or not: A typology and model of impression management in leadership

Impression management (IM) is important for effective leadership. Followers accept influence from individuals who meet their perceptions of what it means to be a leader, and IM is an important way of impacting those perceptions. Yet, the extant literature on leader IM is fragmented. We unify the literature in this area by creating a multi-dimensional typology and multi-level model of IM in leadership. We examine the multi-dimensional nature of IM as a construct composed of information processing, communicative, and goal-directed components, thereby creating eight IM archetypes. Then, we examine how IM can be used to impact follower perceptions of the leader through the lenses of transformational/charismatic, authentic, and leader categorization theories. This research unites a currently fragmented area of research and sparks new questions about how leader behaviors can be used to influence followers toward multi-level leadership outcomes.     

Traditional Chinese leadership and employee voice behavior: A cross-level examination

To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership). We proposed that supervisor authoritarian leadership negatively affects employee voice behavior and manager authoritarian leadership has a cascading effect on such behavior through supervisor authoritarian leadership. Furthermore, these effects were either amplified or attenuated under different conditions (i.e., leader identification and power distance orientation). A cross-level investigation of voice behavior within 52 groups of employees from multiple Chinese companies in Beijing was conducted. The results showed that supervisor authoritarian leadership negatively affected employee voice behavior and mediated the negative relationship between manager authoritarian leadership and employee voice behavior. Leader identification moderated the indirect negative effect of manager authoritarian leadership on employee voice behavior via supervisor authoritarian leadership, while power distance orientation moderated the direct negative effect of supervisor authoritarian leadership on employee voice behavior.     

Internale und externale Entgleisungen: ein Derailmentmodell

A derailment is the apparently sudden and grave failure of a formerly successful manager. In this article we outline known risk factors and present results from interviews with derailed leaders. With these results a model of the derailment process was developed, which differentiates between two possible progressive forms. An internal derailment means, that the leader “implodes” and falls ill with depression or burnout; with an external derailment, managers “explode” and do much harm in their environment. Finally preventive possibilities and measurements are described, how companies can encounter the derailment phenomenon successfully, by using the operationalized psychodynamic diagnostics (OPD).     

Leader-Member Exchange across two hierarchical levels of leadership: concurrent influences on work characteristics and employee psychological health

Leader-Member Exchange (LMX) theory suggests that the quality of the leader–employee relationship is linked to employee psychological health. Leaders who reside at different hierarchical levels have unique roles and spheres of influence and potentially affect employees' work experiences in different ways. Nevertheless, research on the impact of leadership on employee psychological health has largely viewed leaders as a homogeneous group. Expanding on LMX theory, we argue that (1) LMX sourced at the levels of the line manager (LM) and senior management (SM) team will be differentially linked to employee psychological health (assessed as worn-out) and that (2) these relationships will be mediated by perceived work characteristics (reward and recognition, workload management, quality of relationships with colleagues and physical environment). Structural equation modelling on data from 337 manual workers partially supported the hypotheses. Perceptions of the physical environment mediated the relationship between LMX at the LM level and employee psychological health, whereas perceptions of workload management mediated the relationship between LMX at the SM level and psychological health. These findings corroborate arguments that leaders are not a uniform group and as such the effects of LMX on employees will depend on leadership hierarchy. Implications for expanding leadership theory are discussed.     

An application of catastrophe theory to management science process

Practicing management scientists often complain of the alleged irrational behavior on the part of the managers they are trying to serve, particularly when a manager suddenly and unexpectedly shifts behavior from one of support to one of resistance. The authors feel such behavior is only believed to be irrational because the management scientist is using the wrong mental model when projecting past behavioral patterns into the future. This paper attempts to solve this problem by using the newly developed catastrophe theory to develop a different model where sudden shifts in behavior are considered perfectly rational and explainable. The basic implication that is drawn from this new model is that successful implementation of management science depends on a sequence of interactions with the ultimate model user and that care in the structuring of these interactions can greatly enhance the probability of eventual user acceptance.     

德鲁克论21世纪管理的挑战——变革领导者

我们无法驾驭变革,只能走在变革的前面。彼得·德鲁克提出在21世纪管理最大的挑战之一是使组织成为变革的领导者。在这里,他作了五个方面的论述：（1）变革的政策;（2）创造变革;（3）引航;（4）变革与连续性的平衡;（5）赢得未来。《21世纪管理挑战》一书中对变革领导者的这些要求,实质上是他对创新管理的全面论述,这无疑是德鲁克管理思想的精髓,对我国的创新管理具有一定的借鉴意义。     

When do leaders matter? Ownership,governance and the influence of CEOs on firm performance

Leadership and strategic management research suggests that the extent to which CEOs influence performance largely depends on the presence or absence of certain factors. These factors may include the characteristics of the task at hand, subordinates, the organization itself or the external environment. Among these factors, a fundamental contingency that has received little empirical attention is an organization's ownership and governance structure—that is, who owns and monitors the organization. In this paper, we outline how different ownership and governance structures can present the opportunity for, or limit, leader influence and empirically examine the extent to which CEO effects on financial performance depend on these structures. Examining organizations in the same industry but with different ownership and governance structures, our results suggest that these structures are closely aligned with the degree to which CEOs influence firm performance. Our findings support the notion that leaders matter most when ownership and governance structures correspond with a weak or ambiguous institutional logic. This study contributes new insight into the “opportunity structure” of CEO influence, that is, the organizational factors that shape leader discretion and, hence, condition the CEO's level of influence over firm performance.     

Stepping Out of Your Own Shadow: A Didactic Example of How Facing Uncertainty Can Improve Decision-Making

Advocates of quantitative uncertainty analysis (QUA) have invested substantial effort in explaining why uncertainty is a crucial aspect of risk and yet have devoted much less effort to explaining how QUA can improve the risk manager's performance. This paper develops a teaching example, using a personal decision problem with subtle parallels to societal risk management, to show how choices made with increasing appreciation of uncertainty are superior ones. In the hypothetical, five analysts explain the same uncertain prospect (whether to invest in a volatile stock issue), with increasing attention to the nuances of uncertainty. The path through these different perspectives on the decision demonstrates four general points applicable to environmental risk management: (1) Various point estimates with equal claim to being "best estimates" can differ markedly from each other and lead to diametrically different choices; (2) "conservatism" has both relative and absolute meanings, with different implications for decision-making; (3) both inattention to and fixation on "outliers" in the uncertainty distribution can lead the manager astray; and (4) the best QUA is one that helps discriminate among real options, that points to optimum pathways toward new information, and that spurs on the iterative search for new decision options that may outperform any of the initial ones offered.     

Leadership and stress: A meta-analytic review

Stress has been implicated as an important determinant of leadership functioning. Conversely, the behavior of leaders has long been argued to be a major factor in determining the stress levels of followers. Yet despite the widespread acknowledgement that stress and leadership are linked, there has been no systematic attempt to organize and summarize these literatures. In the present, we meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout. Our analyses confirm that leader stress influences leader behavior and that leadership behaviors and leader-follower relationships are significant determinants of stress and burnout in subordinates. We build on these results to suggest new avenues for research in this domain as well as discussing how these results can inform practice with regards to leader development.     

R&D员工领导创新期望、内部动机与创新行为研究

在现代组织行为研究领域推动员工创造、创新的组织行为研究是一个热点问题。本文通过对我国跨地区企业研发员工的问卷调查研究对领导创新期望、员工内部工作动机及其创新行为间的关系进行了实证探讨。研究发现,在我国背景下,直属领导对下属员工的创新期望、员工之间横向交换对研发员工创新的行为都具有正向预测作用,其中员工内在工作动机在领导创新期望、员工横向交换对员工创新行为的作用路径关系中起到中介效应。本研究的调查结论不仅有助于加深我们对组织内员工创新行为推动和作用机制的深入了解,同时也会对我国企业,特别是高新技术企业推动员工创新的管理实践提供借鉴。     

人力资源经理职业化的发展

职业化是一个行业发展成熟的重要标志,市场环境的变化使得我国的人力资源经理面临着职业化的挑战。人力资源经理职业化的关键在于建立职业化的人力资源经理市场。通过人力资源经理市场,人力资源经理拥有的专业技能能够进行认证、定价、交易和发展。人力资源经理职业化具体表现在:严格的职业资格认定机制、规范化的人力资源管理教育、专业性协会和专业化培训、专业化的人力资源管理人员配置、较高的人力资源管理专业人员薪酬等方面。人力资源管理从业人员的职业资格认证是人力资源职业化发展的重要环节。论文首先探讨人力资源管理职业化的发展及其重要性;进而介绍美国和英国主要的人力资源资格认证制度;最后,作者提出了人力资源经理的职业化对人力资源管理从业人员在教育、技能和职业道德方面一些基本标准要求。     

Editorial

As the largest shipbuilding company in the world and the leader in the Korean merchant shipbuilding industry, Hyundai Heavy Industries is currently struggling to carry out intensive productivity improvements. These are needed in order to be the global merchant shipbuilding market leader by surpassing the competition from Japan and the threat from China armed with very cheap labour costs. This paper introduces the academy and industry collaborative project, part of the productivity improvement efforts conducted on the steel stockyard operations. As a pilot project it researched a way of improving the stockyard operations and future projects on the stockyard operations. The project defined the stockyard operations, measured current situations, and analysed operational difficulties. In addition, the project developed the steel stockyard operations simulator. Besides the simulator used by the operations manager, who has relied heavily on his work-experienced intuition when making decisions, this paper expects that further projects on the stockyard operations utilise the simulator for their own purposes.     

Cognitive Mapping Tools: Review and Risk Management Needs

Risk managers are increasingly interested in incorporating stakeholder beliefs and other human factors into the planning process. Effective risk assessment and management requires understanding perceptions and beliefs of involved stakeholders, and how these beliefs give rise to actions that influence risk management decisions. Formal analyses of risk manager and stakeholder cognitions represent an important first step. Techniques for diagramming stakeholder mental models provide one tool for risk managers to better understand stakeholder beliefs and perceptions concerning risk, and to leverage this new understanding in developing risk management strategies. This article reviews three methodologies for assessing and diagramming stakeholder mental models—decision‐analysis‐based mental modeling, concept mapping, and semantic web analysis—and assesses them with regard to their ability to address risk manager needs.     

Someone promised mentors: will you deliver?

What are recruiters promising? Many new hires say that they accepted a job because of a promised mentoring program--one that never materializes, and one that the manager doesn't know was part of the discussions. Where does that leave the manager who may not be aware of this expectation? Faced with anchoring mobile Gen Xers, organizations are exploring mentoring as an inexpensive way to improve retention. But mentoring is not a technique that can be applied like a warm blanket to solve the problems of orientation, training, skills development, and retention. There are two reasons why mentoring isn't foolproof--the mentor and the protégé. If you are considering a mentoring program, or becoming a mentor yourself, here are some points to ponder: (1) If you can't (or won't) do it, give convincing reasons up front; (2) establish the rules of engagement; (3) a mentoring relationship doesn't guarantee loyalty; (4) having a protégé has political risks; (5) you can't force anyone to take advice; and (6) expect a quid pro quo.     

The Usage of Opportunity Cost to Maximize Performance in Revenue Management*

To meet customer requirements efficiently, a manager needs to supply adequate quantities of products, capacity, or services at the right time with the right prices. Revenue management (RM) techniques can help firms use differential pricing strategies and capacity allocation tactics to maximize revenue. In this article, we propose a marginal revenue‐based capacity management (MRBCM) model to manage stochastic demand in order to create improved revenue opportunities. The new heuristic employs opportunity cost estimation logic that is unique and is the reason for the increased performance. The MRBCM model generates order acceptance policies that allocate available capacity to higher revenue generating market segments in both service and manufacturing environments. To evaluate these models, we design and conduct simulation experiments for 64 scenarios using a wide range of operating conditions. The experimental results show that the MRBCM model generates significantly higher revenues over the first come, first served rule when capacity is tight. In addition, we also show that the MRBCM model generally performs better than a recent RM model published in the literature.     

The aura of charisma: A review on the embodiment perspective as signaling

Charismatic leaders have consistently been shown to affect followers' performance, motivation, and satisfaction. Yet, what precisely constitutes charisma still remains somewhat enigmatic. So far, research has mainly focused on leader traits, leader behaviors, or the leader follower-relationship, and the subsequent consequences of each on followers' self-concepts. All of these approaches share the notion that leader charisma depends on an explicit interaction between leader and follower. With the present review paper, we extend extant theorizing by arguing that charisma is additionally informed by embodied signals that flow directly from either the leader or the immediate environment. We introduce the embodiment perspective on human perception and describe its utility for theoretically understanding the charismatic effect. Correspondingly, we review studies that show which concrete embodied cues can support the charismatic effect. Finally, we discuss the variety of new theoretical and practical implications that arise from this research and how they can complement existing approaches to charismatic leadership.     

基于归因理论的冲突类型分析

现有的冲突分类是从冲突的结果出发作出的,这不利于进行冲突管理。本文基于归因理论及其三个维度,在知觉冲突的层面上进行全新分类。由于知觉冲突尚未演化到实际的冲突,因此,这种分类方式更有利于管理者进行冲突管理。最后,本文提出了针对这种新型冲突分类的未来研究方向以及冲突管理建议。     

经理行为偏差与企业绩效激励指标的确定

股东在面对具有行为偏差的经理时,如何设计剩余收益作为激励指标,以促使双方的目标一致,一直是学界和实务界关注的一个问题。如果股东继续沿用传统的基于公司资本成本率计算得到的剩余收益,将使得损失厌恶的经理投资不足,过度自信的经理投资过度。为了改进投资决策,股东需要针对不同行为特征类型的经理设计较公司资本成本率更低或更高的激励相容资本成本率,以有效激励经理做出符合股东利益的投资决策。