Judy H. Gray

Leadership development and reflection: what is the connection?

Examines the relevance of critical reflection practices in leadership development. The article provides suggestions for incorporating critical reflective practices in a leadership development program. A constructivist approach is adopted from educational literature which advocates using critical lenses to enable students to build on previous experiences of leadership and to incorporate new learning. Reflective processes encourage multiple perspectives to be generated that challenge teachers and future leaders to excel in complex and uncertain environments. Consequently, leadership development and good teaching practices depend on reflection‐in‐action.

Integrating Quantitative and Qualitative Analysis Using Latent and Manifest Variables

The relative virtues of quantitative and qualitative research have been vigorously debated. Several researchers recommend combining methodologies but there is little evidence in the literature to suggest how different research methods might be integrated (Bryman, 1988). The current study addresses this deficiency in the research by examining the use of latent variables in quantitative and qualitative research as a means of blending the two approaches. A study of entrepreneurial Locus of Control where quantitative and qualitative data were available illustrates the methodological issues. Analysis of quantitative data was conducted using LISREL (7.20) and qualitative data were categorised using NUD.IST (Non-numerical Unstructured Data Indexing Searching and Theorising computer software). Detailed comparisons are made between the methods described in this paper and other approaches to content analysis.

Improving the Measurement of Communication Satisfaction

This article reexamines the psychometric properties of the Communication Satisfaction Questionnaire. Quantitative data were gathered in a major Australian retail organization resulting in 127 useable responses. A series of one-factor measurement models substantiated the validity of the factors. The study identified a second-order factor structure consisting of Informational and Relational Communication that was empirically superior to competing models. The instrument should make a worthwhile contribution to communication audits and encourage researchers and practitioners to use the instrument for empirical and diagnostic purposes to ultimately improve organizational communication.

Part‐time employment and communication satisfaction in an Australian retail organisation

This study uses an empirical case study to examine the relationship between flexible work arrangements (whether employees work on a full‐time or part‐time basis) and one aspect of employee relations, namely communication satisfaction. Quantitative and qualitative data were collected from employees in a major Australian retail organisation, resulting in 127 useable responses. The survey included the communication satisfaction questionnaire. Overall, respondents’ ratings of communication satisfaction indicated that at best they were only slightly satisfied. Part‐time employees were significantly more dissatisfied than full‐time employees on four dimensions of communication satisfaction. The study provides evidence that part‐time employees are outside mainstream communication in the stores examined. The implications of the results for employee relations are discussed. Future research directions are identified.

Size Matters: Organisational Culture in Small, Medium, and Large Australian Organisations

Abstract Despite extensive research on corporate culture, very little empirical research has examined the culture of small organisations. An updated version of the Organizational Culture Profile (OCP, O’Reilly, Chatman, and Caldwell, 1991) was used in an Australia-wide survey (n=1918). Executives from small, medium, and large organisations recorded perceptions of the culture of their organisations. The results indicate that small organisations (<100 employees, n=655) were perceived to be significantly more supportive, competitive, innovative, and performance-oriented than medium-sized or large organisations. Practical and theoretical implications and directions for future research are discussed.

The Links between Followership and the Experiential Learning Model: Followership Coming of Age

Executive Summary Followership is a critical area for the investigation and comprehension of leadership and yet research in the field is limited and dominated by a few theorists such as Kelley (1992, 1998) and Hollander (1978). This paper investigates the contemporary views on followership and draws on educational research to provide a more comprehensive understanding of followers as learners. Kolbs (1974) Experiential Learning Model (ELM) is used to augment Kelleys (1992) Followership Model to strengthen the theoretical foundations of followership and to provide insight into the relationship between leadership behaviors and follower development. Implications for theory and practice are discussed. The paper argues that viewing followers as learners will provide opportunities to advance our understanding of a neglected area of leadership, and should enable followership to finally come of age.

The Case for Using both Latent and Manifest Variables to Investigate Management-by-Exception

The current study examines the leadership behavior of Management-by-Exception by using quantitative and qualitative methods. By distinguishing between manifest (observable) and latent (unobservable) variables, the study enables the concept of Management-by-Exception to be clarified. A sample 480 senior police officers was used. The results support the notion that Management-by-Exception should be considered as a single latent variable. Qualitative analysis identified three manifest variables that are observable indicators of Management-of-Exception. Implications for investigating leadership using both quantitative and qualitative research methods are discussed.

Executive Leadership in Australian Small Business Beyond Entrepreneurial Vision

This study represents the first in-depth investigation of leadership in Australian small businesses (fewer than 100 employees) and was based on a nationwide sample of 655 executives. The Multifactor Leadership Questionnaire — MLQ (Bass and Avolio, 1997) was used to examine transformational, transactional and laissez-faire leadership and the outcomes of extra effort and effectiveness. Significant differences among subgroups were identified according to gender, experience and level of seniority. This study is important for establishing new benchmarks for Australian small business leadership as perceived by executives themselves. Implications and directions for further research are examined.

Quality management in the Australian service industry: Progress or problems?

This paper reports the results of a two-part research project investigating quality management practices in the Australian service industry. The first part of the project was a 6-month study of Australian daily newspapers. Using content analysis methodology, Australian managements concerns for competitiveness were identified. The paper first reports on the 29% of cases that dealt with total quality management, productivity issues, world best practice, customer focus and quality service. Aspects of the business environment that encourage management to re-examine sources of competitive advantage are presented. The second part of the research was an extensive survey of Australian companies in the service industry to evaluate the extent to which quality management practices have been adopted. The survey findings together with qualitative data indicate that the majority of service industry companies surveyed are concerned with the implementation of quality management programmes. Impediments to implementation ...