The relationship between personality type and leadership focus.
- Authors: Sieff, G. , Carstens, L.
- Date: 2006
- Subjects: Personality types , Leadership , Leadership focus questionnaire , Organisation types
- Type: Article
- Identifier: uj:5659 , http://hdl.handle.net/10210/2898
- Description: Optimising focus is a key success driver for many organisation leaders. The relationship between personality type and leadership focus is examined. Personality type is assessed with Form M of the Myers-Briggs Type Indicator instrument, and leadership focus is explored through the development and application of a Leadership Focus Questionnaire. South African executives form the target population for this study. Both functionalist and interpretive approaches are applied. Three primary theoretical hypotheses about leadership focus, concerning (1) optimising the balance of focus between external and internal priorities, (2) the fit between the leadership personality type and the organisation type, and (3) the capacity to manage a multiple focus, are considered. Results show that Extraverted personality types are more comfortable with the challenges of focus in the leadership role than are Introverted types, and Extraverted, Sensing, Thinking and Judging types experience a greater degree of fit with their organisations than do Introverted, Intuitive, Feeling and Perceiving types.
- Full Text:
- Authors: Sieff, G. , Carstens, L.
- Date: 2006
- Subjects: Personality types , Leadership , Leadership focus questionnaire , Organisation types
- Type: Article
- Identifier: uj:5659 , http://hdl.handle.net/10210/2898
- Description: Optimising focus is a key success driver for many organisation leaders. The relationship between personality type and leadership focus is examined. Personality type is assessed with Form M of the Myers-Briggs Type Indicator instrument, and leadership focus is explored through the development and application of a Leadership Focus Questionnaire. South African executives form the target population for this study. Both functionalist and interpretive approaches are applied. Three primary theoretical hypotheses about leadership focus, concerning (1) optimising the balance of focus between external and internal priorities, (2) the fit between the leadership personality type and the organisation type, and (3) the capacity to manage a multiple focus, are considered. Results show that Extraverted personality types are more comfortable with the challenges of focus in the leadership role than are Introverted types, and Extraverted, Sensing, Thinking and Judging types experience a greater degree of fit with their organisations than do Introverted, Intuitive, Feeling and Perceiving types.
- Full Text:
Validation of key relationships in an extended service-profit chain model in the South Africa retail industry context.
- Authors: Verwey, A.M. , Carstens, L.
- Date: 2003
- Subjects: Service profit chain model , Financial performance , Relationship quality , Conceptual model
- Type: Article
- Identifier: uj:5657 , http://hdl.handle.net/10210/2896
- Description: The purpose of the study was to evaluate an extended conceptual model depicting hypothesised relationships between employee climate, customer value and financial performance. Questionnaires assessing employee experienced climate and customer-experienced value were completed by all the employees (more than 1200) and more than 2000 customers of a single retail company operating almost 100 stores in Southern Africa. The major findings were that some of the components of employee-experienced climate are positively related to customer experienced value in terms of both product and relationship quality. There was no significant relationship between customer-experienced value and the financial performance of the organisation.
- Full Text:
- Authors: Verwey, A.M. , Carstens, L.
- Date: 2003
- Subjects: Service profit chain model , Financial performance , Relationship quality , Conceptual model
- Type: Article
- Identifier: uj:5657 , http://hdl.handle.net/10210/2896
- Description: The purpose of the study was to evaluate an extended conceptual model depicting hypothesised relationships between employee climate, customer value and financial performance. Questionnaires assessing employee experienced climate and customer-experienced value were completed by all the employees (more than 1200) and more than 2000 customers of a single retail company operating almost 100 stores in Southern Africa. The major findings were that some of the components of employee-experienced climate are positively related to customer experienced value in terms of both product and relationship quality. There was no significant relationship between customer-experienced value and the financial performance of the organisation.
- Full Text:
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