Suchergebnisse

Purpose
– Maverickism is the tendency of an individual to be socially competent, creative, goal focussed, risk-taking and disruptive. Previous research with the five-factor model (FFM) shows that individuals high in maverickism exhibit both functional and dysfunctional tendencies. The purpose of this paper is to compare and contrast the descriptive FFM with the process-oriented hybrid model of learning in personality (HMLP), in the prediction of maverickism.


Design/methodology/approach
– Employing a cross-sectional design with 490 full-time workers the authors use the NEO-International Personality Item Pool and the Learning Styles Profiler to examine differences in the FFM and HMLP in the prediction of maverickism.


Findings
– Results with the FFM, identify extraversion, openness and (low) agreeableness as significant predictors of maverickism. All factors of the HMLP (except conscientious learning) significantly predict maverickism. Hierarchal regression analysis shows that the HMLP accounts for an additional 21 percent of variance in maverickism over and above that of the FFM.


Research limitations/implications
– The authors have tested and built theory by identifying not only what predicts maverickism, but also how the learning processes of the HMLP interrelate to predict maverickism.


Practical implications
– Managers interested in developing the maverick potential of their employees will find this study useful because it identifies what to look for in maverick workers.


Social implications
– Individuals high in maverickism have the potential for radical innovation. Understanding how to identify and develop these individuals may lead to larger societal benefits.


Originality/value
– The authors are the first to use the HMLP to test maverickism. The research highlights the importance of both personality and learning processes in maverickism.

Introduction -- Successful leadership -- Leadership and safety -- Management competencies for health and wellbeing -- Followership -- Incremental and disruptive change and wellbeing -- Restructuring, downsizing, and wellbeing -- Managing through a recession -- Lean transition and wellbeing -- Participative change and wellbeing -- Readiness for change and wellbeing -- Psychological contracts -- Fairness at work -- Work-based learning and wellbeing -- Management of equity and diversity -- Employment relations and employee voice -- High performance work systems -- Developmental HR practices as tools to support well-being -- Ethical culture & management -- Effective management of whistleblowing -- Psychosocial safety climate -- The aging workforce -- Muscular skeletal problems -- Common mental health problems -- Burnout -- Fatigue & sleep -- Chronic conditions -- Return to work following major illness -- Emotional crossover -- Flexible working hours -- Extending work-life balance initiatives -- The growing 'gig' economy -- Aggression in the workplace -- Managing within changing legal frameworks -- Managing Organisational Sustainability.

PurposeThe purpose of this research is to examine whether personality and motivational driver differences exist across three generations of working Australians: Baby Boomers, Gen Xs, and Gen Ys.Design/methodology/approachUsing the Occupational Personality Questionnaire and the Motivation Questionnaire, the study examined cross‐sectional differences in personality and motivational drivers across three generations.FindingsThe results are not supportive of the generational stereotypes that have been pervasive in the management literature and the media. Specifically, few meaningful differences were found between the three generations. Moreover, even when differences have been observed, these have related more to age than generation.Research limitations/implicationsOne of the key limitations is the use of cross‐sectional data. To further explore this issue, it would be interesting to undertake a longitudinal study to assess personality preferences and motivational drivers of the different generations, when the participants are at the same age or the same point in their career.Practical implicationsThe research emphasizes the importance of managing individuals by focusing on individual differences rather than relying on generational stereotypes, which may not be as prevalent as the existing literature suggests.Originality/valueManagers and HR professionals may find the lack of differences across generations interesting and refreshing, in contrast with the popular management literature.