Managerial development through self and group evaluation of managerial style
Managerial development through self and group evaluation of managerial style
The spectral management type inventory (SMTI) is an analytical instrument designed to enable people to identify their personal management style. All top‐level managers in one large UK corporation filled in a self‐perception questionnaire assessing their management style. Then, as a group, they evaluated their peers for their management style, according to the same dimensions. The correlations between the self and the group evaluations were relatively high. Two kinds of results emerged. First, in the cases of congruence between the self and the peers′ evaluations participants were enabled to realize their strengths as well as their weak elements. Second, in those cases of non‐congruence, what was indicated to the individual and to the group was that the self perception was not correlated by the group. It served as a unique kind of feedback which ended in a powerful learning experience.
34-39
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Lessem, Ronnie
e0d8e701-f285-42e9-8835-d11326e4c541
1 February 1995
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Lessem, Ronnie
e0d8e701-f285-42e9-8835-d11326e4c541
Baruch, Yehuda and Lessem, Ronnie
(1995)
Managerial development through self and group evaluation of managerial style.
Journal of Management Development, .
Abstract
The spectral management type inventory (SMTI) is an analytical instrument designed to enable people to identify their personal management style. All top‐level managers in one large UK corporation filled in a self‐perception questionnaire assessing their management style. Then, as a group, they evaluated their peers for their management style, according to the same dimensions. The correlations between the self and the group evaluations were relatively high. Two kinds of results emerged. First, in the cases of congruence between the self and the peers′ evaluations participants were enabled to realize their strengths as well as their weak elements. Second, in those cases of non‐congruence, what was indicated to the individual and to the group was that the self perception was not correlated by the group. It served as a unique kind of feedback which ended in a powerful learning experience.
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Published date: 1 February 1995
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Local EPrints ID: 486488
URI: http://eprints.soton.ac.uk/id/eprint/486488
ISSN: 0262-1711
PURE UUID: c8bd3eb0-76f2-4a49-a59c-530202bd259d
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Date deposited: 24 Jan 2024 17:39
Last modified: 18 Mar 2024 03:25
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Author:
Ronnie Lessem
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