Paulo Lopes Henriques

Different views of trust and relational leadership: supervisor and subordinate perspectives

Purpose – The purpose of the study is to investigate how the conditions of trust differ between supervisors and subordinates. By understanding these differences, it may be possible to improve the quality of a leader‐member exchange (LMX).Design/methodology/approach – This is a quantitative study using supervisor and subordinate dyads from Portugal.Findings – Supervisors reported that receptivity, availability, and discreteness were perceived to be more important in building a quality vertical dyad linkage as represented by LMX. Subordinates reported that availability, competence, discreteness, integrity, and openness were more important for building a quality vertical dyad linkage as represented by LMX.Research limitations/implications – Status differences between supervisors and subordinates appear to influence conditions of trust. Supervisors are more concerned about conditions of trust that deal with supervisory delegation. Subordinates are more concerned about the conditions of trust based on interact...

Managerial gender diversity and firm performance: : An integration of different theoretical perspectives

This study examines the relationship between managerial gender diversity (MGD) and firm performance. It outlines how extremely low and extremely high levels of MGD can trigger group processes that can impede the attainment of the performance benefits associated with moderate levels of MGD. Findings from longitudinal panel data from financial service firms in Portugal suggest that the effects of MGD on firm performance are best captured by a non-linear function with two breaking points. This study introduces a framework that combines different theoretical perspectives focused on tokenism, subgroup formation, divergent thinking, and other group processes linked to positive and negative gender-diversity consequences. Corresponding overall firm-performance outcomes are contingent upon the level of MGD.

Pushing the boundaries on mentoring: Can mentoring be a knowledge tool?

Easy access to organizational knowledge is fundamental in dynamic environments that demand continuous firm adaptation. In that scenario we believe that mentors have a key role as access facilitators to knowledge in the change periods. We have developed this study aiming to explore the role and importance of mentors as knowledge access facilitators. We have approached that role in two different ways. We set apart the knowledge base in two categories: Information centers and organizational memory, accepting that mentors act differently accordingly. Based on the literature reviewed we were able to stage a three‐dimensional theoretical setting (mentoring, knowledge, and change) and produce three research questions. We have addressed these research questions using an exploratory qualitative approach to five different firms from three industries apart. This study contributes to the literature at least in two ways. Firstly, it connects the mentor figure to the knowledge bases access, exposing the importance of the mentor as a knowledge access facilitator during change periods. Secondly, by categorizing the knowledge base in two different ways, we are able to explicitly differentiate mentor roles accordingly.

The warmness seed: long-term fruits of coaching

ABSTRACT This study addresses three coach behaviours’ effects (warmness behaviour (WB); stimulating action (SA) and planning and structuring activities (PSA)) in two dimensions of coaching outcomes (coachee’s performance (CP) and the quality of the coach–coachee relationship (QCCR)). The paper argues that coaching is a helpful tool to achieve greater performances in the long run when considering coaches who present higher levels of maturity. Results reveal the positive impact of SA and PSA over CP and QCCR. The adoption of WB has a negative impact on CP and a positive impact on the QCCR. Evidence also supports the relevancy of coaching experience over coaching training. Such results pose a paradox worth exploring in subsequent studies, for it challenges the usefulness of coaches’ training. Contributions are related to introducing the concept of WB within the organisational context and addressing two different time horizons regarding the coach behaviour.