Belbin Revisited: The Construct Validity of the Interplace II Team Role Instrument

In the present study the construct validity of the revised edition of the Belbin Team Roles measure, the so-called Interplace II program, is tested. Three parallel parts were used to determine someone’s team roles. The sample included 1434 persons who were asked to fill out the self-perception inventory and the self-perception assessment, whereas the observer assessment sheet was filled out by at least four observers. The inter-rater reliability appeared to be satisfactory across all team roles. As for the construct validity, which was studied in a multitrait-multimethod design using structural equation modeling, the results revealed that the discriminant and convergent validity for the instrument as a whole is good; only a small effect could be contributed to method variance.Belbin;multitrait-multimethod methodology;team roles;teams

Understanding servant leadership

The 21st century has brought much in the way of turmoil and change to the world of business. As a consequence, ways of doing business that were once universally accepted now seem outdated and inflexible in an age where knowledge drives economies and socially responsible corporate attitudes influence stakeholders and shareholders alike

Leadership Behaviour and Upward Feedback: Findings from a Longitudinal Intervention

A sample of 48 managers and 308 staff members of a community health care organization took part in a study to investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self-ratings and subordinates’ ratings. The research design consisted of three measurement points within one year. The intervention included managers receiving upward feedback and a management skills workshop. The results showed a negative effect of the program on leadership behaviour as rated by the staff. Furthermore, managers reduced their self-ratings in the condition where they participated in both a feedback session and an management skills workshop.Management;Leadership Behaviour;Self-rating;Upward Feedback

Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration

The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership

Belbin Revisited: The Construct Validity of the Interplace II Team Role Instrument

In the present study the construct validity of the revised edition of the Belbin Team Roles measure, the so-called Interplace II program, is tested. Three parallel parts were used to determine someone’s team roles. The sample included 1434 persons who were asked to fill out the self-perception inventory and the self-perception assessment, whereas the observer assessment sheet was filled out by at least four observers. The inter-rater reliability appeared to be satisfactory across all team roles. As for the construct validity, which was studied in a multitrait-multimethod design using structural equation modeling, the results revealed that the discriminant and convergent validity for the instrument as a whole is good; only a small effect could be contributed to method variance

Exploring the differentials between servant and transformational leadership

Academic and managerial opinion has been divided for years over the respective merits of servant leadership and transformational leadership styles. However, a new study suggests that one can be just as effective as the other

Servant Leadership and the Effect of the Interaction Between Humility, Action, and Hierarchical Power on Follower Engagement

Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership

Effects of upward feedback on leadership behaviour toward subordinates

Purpose - To investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self-ratings and subordinates' ratings. Design/methodology/approach - The research design consisted of two measurement points within six months. The program included managers receiving an upward feedback report and a short workshop to facilitate interpretation. A sample of 45 managers and 308 staff members of a community health care organization took part. Findings - The study showed three results. First, managers lack insight into the real impact of their behavior. Second, only a small positive effect was found of the upward feedback program on the leadership behaviour as rated by their staff in terms of valuing diversity. Third, the managers' self-ratings of Presenting feedback, Fairness and Integrity & respect decreased between Time 1 and Time 2. Originality/value - The study points towards the need for HRM professionals to carefully implement upward feedback programs in order to have a real impact on the development of managers

The Cross-Cultural Invariance of the Servant Leadership Survey: A Comparative Study across Eight Countries

This paper tests and confirms the cross-cultural equivalence of the Servant Leadership Survey (SLS) in eight countries and languages: The Netherlands, Portugal, Germany, Iceland, Italy, Spain, Turkey and Finland. A composite sample consisting of 5201 respondents from eight countries that all filled out the SLS was used. A three-step approach was adopted to test configural invariance, measurement equivalence, and structural equivalence. For the full 30-item version of the SLS, configural invariance and partial measurement equivalence were confirmed. Implications of these results for the use of the SLS within cross-cultural studies are discussed

A reproducing kernel for nonsymmetric Macdonald polynomials

Despite the growing attention for the impact of selection procedures and outcomes on applicants, little is yet known about the factors that may influence these relationships. The general findings of a recent doctoral dissertation are presented in this article. The research in this dissertation was directed at investigating the separate and combined influences of selection feedback, fairness perceptions, and attributions on a diversity of applicant reactions: well-being, self-evaluations and perceptions of the organization. Based on four empirical studies it is shown that feedback and fairness do not merely have a positive influence on applicant reactions, and that attributional style plays an important role in the formation of reactions. Therefore, both organizations and applicants may benefit from more reflection on selection feedback and fairness by researchers and practitioners alike. Er is nog relatief weinig bekend over de invloed van selectieprocedures en -uitkomsten op sollicitanten. In dit artikel worden de algemene bevindingen beschreven van een aantal onderzoeken die onderdeel waren van een recent proefschrift. Deze onderzoeken waren gericht op de afzonderlijke en gezamenlijke invloed van rechtvaardigheidspercepties, selectiefeedback en attributies op diverse reacties van sollicitanten, zoals hun welzijn, zelf-evaluaties en organisatiepercepties. Aan de hand van vier empirische onderzoeken wordt aangetoond dat feedback en rechtvaardigheid niet altijd een louter positieve invloed op sollicitantreacties hebben en dat attributiestijl een rol speelt bij de vorming van deze reacties. Het zou daarom voor zowel sollicitanten als organisaties lonend kunnen zijn als er meer rekening wordt gehouden met de effecten van selectiefeedback en de rol van rechtvaardigheidspercepties