Herman Van Den Broeck

Development and validation of the Cognitive Style Indicator

The authors describe the development and validation of the Cognitive Style Indicator (CoSI) using 3 diverse samples (N = 5,924; N = 1,580; and N = 635). Reliability, item, and factor analyses demonstrated the internal consistency and homogeneity of 3 cognitive styles: knowing, planning, and creating. The authors also found substantial support for the instruments convergent and discriminant validity by including other cognitive style instruments and personality and academic performance measures in the validation process. Criterion-related validity was confirmed by examination of the relation between these cognitive styles and work-related characteristics. The main contributions of this study are (a) the further refinement of the analytic-intuitive cognitive style dimension by splitting the analytic pole in a knowing and a planning style and (b) the development of a valid and reliable cognitive style instrument for use in organizations.

Organizational Change Questionnaire–Climate of Change, Processes, and Readiness: Development of a New Instrument

ABSTRACT On the basis of a step-by-step procedure (see T. R. Hinkin, 1998), the authors discuss the design and evaluation of a self-report battery (Organizational Change Questionnaire–Climate of Change, Processes, and Readiness; OCQ–C, P, R) that researchers can use to gauge the internal context or climate of change, the process factors of change, and readiness for change. The authors describe 4 studies used to develop a psychometrically sound 42-item assessment tool that researchers can administer in organizational settings. More than 3,000 organizational members from public and private sector organizations participated in the validation procedure of the OCQ–C, P, R. The information obtained from the analyses yielded 5 climate-of-change dimensions, 3 process-of-change dimensions, and 3 readiness-for-change dimensions.

Cognitive styles and person–environment fit: Investigating the consequences of cognitive (mis)fit

There is currently considerable interest in the key elements of person–environment fit to understand vocational behaviour and to develop strategic human resource management practices. In the light of this interest, we wanted to investigate (1) whether people within similar functions have similar cognitive styles, and (2) what the consequences of cognitive (mis)fit are on three work attitudes, using two large-scale databases (N = 24,267 and N = 2,182). We identified a knowing-oriented cognitive climate in finance, information technology (IT), and research and development (R&D) functions; a planning-oriented cognitive climate in administrative and technical and production functions; and a creating-oriented cognitive climate in sales and marketing functions and general management. Furthermore, we found that the relationship between peoples cognitive styles and work attitudes (i.e., job satisfaction, job search behaviour, and intention to leave) does not depend on the cognitive climate in which they work. However, we did find that people with a higher creating style on average score higher on intention to leave and job search behaviour in comparison with people who score lower on the creating style, irrespective of the cognitive climate they are working in. The cognitive climate also partially affects job satisfaction and intention to leave after controlling for cognitive styles. In summary, cognitive styles and cognitive climate seem to have separate influences on peoples work attitudes. Our findings are relevant for selection and recruitment policies of organizations and in the context of training, job design, and workforce planning.

Cognitive styles and managerial behaviour: a qualitative study

Purpose – The purpose of this paper is to contribute further insights into how cognitive styles influence managerial behaviour, using a qualitative approach.Design/methodology/approach – Written testimonies were gathered from people with different cognitive styles, and content analysed (n=100).Findings – Qualitative evidence was found for managerial style preferences in accordance with cognitive styles, leading to various ways of decision making, conflict handling, and giving feedback.Research limitations/implications – Future research should explore how these results can be linked to contextual elements and to managerial performance.Practical implications – This study contributes to increased managerial style awareness, which is important for intrapersonal development and interpersonal cooperation.Originality/value – This is one of a few studies that have sought to qualitatively grasp the implications of having a particular cognitive style. It provides relevant insights into task‐ and people‐oriented man...

The challenges of internationalization from foreign and local students’ perspectives: The case of management school

The purpose of this qualitative case study is to discern the issues pertaining to different dimensions of internationalization from the perspectives of both foreign and local students. Semi-structured interviews were conducted with 22 foreign, and 13 local students. The results show that there is a dissonance between policy makers and implementers, and the students themselves on “what a truly international higher education organization” in fact is. Moreover, the results suggest that asymmetrical aims of local and foreign students endanger fulfillment of the academic, social, and cultural rationales behind internationalization. Fulfilling the rationales of internationalization depends not only the adaptability of foreign students to local conditions but also on the priorities, choices and level of commitment of local students, administrative staff, and faculty members to the imperatives of internationalization.

The Concept and Practice of a School-Based Management Contest: Integration of Leadership Development and Organizational Learning

Since 1993, he Vlerick School of Management at the University of Ghent (Belgium) has developed and tested the concept of a school-based management contest that facilitates individual and organizational learning in schools. The management contest introduces a comprehensive approach of the professional development of principals and the organizational learning of schools. This article describes the conceptual framework, the development process and the evaluation of the program.

Learning mode of small business owners in Belgium

The aim of the paper is to explore the learning mode of small business owners from a theoretical stance and based on empirical evidence. We distinguish between the required learning mode, the actual learning mode and the supported learning mode. Data were collected using the focus group method in a very heterogeneous sample of Belgian small business owners. The results indicate several gaps between the required, actual and supported learning modes, of which many are due to unawareness of learning needs and lack of reflective learning among small business owners. The data also indicate, among others, that solutions to fill learning gaps proposed in the literature are not applicable to all owners, e.g., not all owners are able to learn through networks.

Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance: Mediating role of leader-member exchange

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.