14 research outputs found
Multilevel Analysis of Repeated Measures Data
repeated measures, growth curve analysis, longitudinal data, multilevel analysis, hierarchical linear model, hierarchical data,
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A Review of Two different Approaches for the Analysis of Growth Data Using Longitudinal Mixed Linear Models: Comparing Hierarchical Linear Regression (ML3), HLM) and Repeated Measures Designs with Structured Covariance Matrices (BMDP5V)
A review of two different approaches for the analysis of growth data using longitudinal mixed linear models: Comparing hierarchical linear regression (ML3, HLM) and repeated measures designs with structured covariance matrices (BMDP5V)
360 degree feedback: how many raters are needed for reliable ratings on the capacity to develop compentences, with personal qualities as developmental globals?
Werkomgeving en leiderschap: de verschillen tussen hiërarchisch en niet-hiërarchisch leiderschap
Dit onderzoek richt zich op de vraag wat de effecten zijn van een niet-hiërarchische werkomgeving op leiderschap.
Onderzocht wordt of niet-hiërarchisch leiderschap (in een matrix-, project- en netwerkorganisatie, of bij zelfsturende teams zoals bij projectmanagement) leiderschapskwaliteiten aantrekt, selecteert en behoudt. Het onderzoek toont aan, dat niet-hiërarchisch leidinggevenden hoger scoren op het persoonlijkheidskenmerk neuroticisme, vooral bij de subschalen angsten/nervositeit, ergernis, depressie, kritiekgevoeligheid en stressgevoeligheid, en lager scoren op extraversie, vooral bij de subschalen hartelijkheid, sociabiliteit en dominantie/assertiviteit.
De belangrijkste conclusie van dit onderzoek is dat leiderschapskwaliteiten die samenhangen met neuroticisme en extraversie ondervertegenwoordigd lijken te zijn in een matrix-, project- en netwerk georiënteerde werkomgevingen, als ook bij innovatieprojecten en projectmanagement in het algemeen. Deze twee persoonlijkheidskenmerken hangen sterk samen met transformationeel leiderschap.
De volgende kwaliteiten lijken bij niet-hiërarchisch leiderschap minder sterk ontwikkeld te zijn dan bij hiërarchisch leidinggevenden: inspirerend en enthousiasmerend vermogen, leiderschapscharisma, effectieve conflicthantering, het geven van feedback, assertiviteit, het vermogen tot het versterken van groepscohesie, bevorderen van een
groeps- of teamontwikkeling richting meer autonomie en sterkere performance, initiatief met betrekking tot ondernemerschap, synergie tussen teamleden op het gebied van innovatie, kennisproductiviteit en reflectieve vaardigheden, als ook 'performance' in het algemeen in werkomgevingen met veel sociale interactie.
Aanbevelingen worden gedaan met betrekking tot werving en selectie, als ook voor het opleiden en ontwikkelen van niet-hiërarchisch leidinggevenden.
ABSTRACT
This paper is devoted to answer the question whether nonhierarchical
leadership (in a matrix, process, network structure, or in a project based work environment) attracts, selects and attains leadership qualities related to transformational (charismatic, inspiring & empowering) leadership. More in particular, we would expect leaders with lower scores concerning neuroticism, and with higher scores concerning extraversion and agreeableness.
Enhancement of innovational capacities and knowledge productivity are the main motives for applying the structuring principles of a matrix, process, network organization, or of project management. The indicated
personality traits are closely related to transformational leadership. Transformational leadership is needed to effectuate innovational and adaptive capacities, as well as for the enhancement of knowledge productivity in organizations.
We analyzed whether significant differences could be found when personality traits of non-hierarchical (project) leaders and hierarchical operating managers are compared. Our study revealed, that non-hierarchical (project) leaders had indeed higher averages concerning neuroticism, and lower averages concerning extraversion. Neuroticism is negatively related to leadership charisma. Neuroticism, extraversion and agreeableness are related to transformational leadership in general.
The overall conclusion of this study is that leadership qualities related to neuroticism and extraversion, tend to be underrepresented in the group of nonhierarchical leaders in a matrix, process or network structure, or in a project based work environment. Analyzing significant differences of the sub scales of neuroticism and extraversion revealed that these leadership qualities are specifically related to learning/adaptive capacities, feedback and conflict solving processes, knowledge productivity in teams, enhancement of group cohesion and coping with stressful situations. Furthermore, these qualities are closely related to several dimensions of transformational leadership: idealized influence, inspirational motivation and intellectual stimulation. Implications
for training and development, and for selection processes are
discussed.
Also, some recommendations are put forward, related
to the enhancement of the effectiveness of applying the
structuring principles of a matrix, process, network or project
based work environment
No differences between group versus individual treatment of childhood anxiety disorders in a randomised clinical trial
Background: The present study compares an individual versus a group format in the delivery of manualised cognitive-behavioural therapy (FRIENDS) for children with anxiety disorders. Clinically referred children (aged 8 to 12) diagnosed with Separation Anxiety Disorder (n = 52), Generalised Anxiety Disorder (n = 37), Social Phobia (n = 22) or Specific Phobia (n = 16) were randomly assigned to individual (n = 65) or group (n = 62) treatment. Method: Analyses were conducted separately for the intent-to-treat sample and the sample of children who completed treatment. Analyses included chi-square comparisons and regression analyses with treatment format as a predictor. Results: Forty-eight percent of the children in the individual versus 41% in the group treatment were free of any anxiety disorder at post-treatment; 62% versus 54% were free of their primary anxiety disorder. Regression analyses showed no significant difference in outcome between individual and group treatment. Conclusions: Children improved in both conditions. Choice between treatments could be based on pragmatic considerations such as therapeutic resources, referral rates, and the preference of the parents and the child