Journal of Management Development

The cycle of business education in Malaysia: Institutional development and marketing strategies : Table of Contents

Zahir A. Quraeshi, Mushtaq Luqmani — Sat Oct 31 08:00:32 GMT 2009

Abstract:
Purpose – The growing professionalization of Malaysian industry over the past three decades, and the need for skilled business talent, have led to an increased demand for business education. This paper aims to examine how institutions in Malaysia have responded to this need. Design/methodology/approach – This is a case study that synthesizes and organizes institutional experiences in delivering business education in Malaysia. Findings – Malaysian academic institutions have responded to the demand for business education through a process modeled by the authors as a “cycle of business education” (CBE). The authors discuss institutional developments and competitive marketing strategies directed toward target markets during the five stages of the CBE. Practical implications – The Malaysian experience in meeting business education needs can provide valuable guidance to educators and policy makers, among others, in developing countries engaged in similar initiatives. These countries can benefit from understanding more about institutional practices as well as from the problems that surfaced during the Malaysian CBE. Originality/value – The paper makes an original contribution first by delineating and discussing the five stages of the cycle of business education (CBE), including institutional developments. Next it systematically articulates various components of the marketing strategies institutions use to deliver business education. Finally, recommendations are offered to improve the institutional provision and marketing of business education.

Leadership as identity construction: the act of leading people in organisations: A perspective from the complexity sciences : Table of Contents

Tom Karp, Thomas I.T. Helgø — Sat Oct 31 08:00:32 GMT 2009

Abstract:
Purpose – The objective of this article is to explore and challenge the concept of leadership by presenting a perspective on leadership as identity construction. The perspective presented is based on premises from the complexity sciences. Design/methodology/approach – The article is based on a conceptual discussion. Findings – Leadership is better understood as identity construction. This is because leadership emerges in the interaction between people as the act of recognising and being recognised. Leaders' images of themselves are therefore social constructions and the development of a leadership self (and thereby leadership) is coupled to the interaction between leaders and followers. Research limitations/implications – The research is limited to a conceptual discussion. The findings need to be further explored and challenged by other methods. The discussion is focused on organisational leadership. Practical implications – Leaders do not always have the control that mainstream leadership theory suggests. The act of leadership is therefore better understood as identity construction. In the article the authors suggest a conceptual framework for reflecting on leadership identity because self-images influence people's acts as leaders. The concept of leadership is hence the ability to mobilise the discipline necessary to develop one's self by reflecting on identity in different contexts and coupling this to the acts of leadership. Originality/value – The principal contribution is a conceptual discussion on the concept of leadership. This contribution provides managerial ideas and insights into the act of leadership in organisations faced with increasing complexity.

Creative resolve response: how changes in creative motivation relate to cognitive style : Table of Contents

Robert Dew — Sat Oct 31 08:00:32 GMT 2009

Abstract:
Purpose – This paper aims to introduce a new phenomenon related to creative motivation called creative resolve response (CRR). CRR predicts how creative motivation will vary during problem solving. Design/methodology/approach – In total, 66 MBA students were asked to respond at random intervals during different class problem-solving activities. Participants were asked to rate on two preset scales their perceived certainty of solving the problem successfully and creativity level required. Mean creativity required responses were calculated for subgroups with different cognitive style ranges at each outcome certainty level. T-tests were used to determine significant differences between various means. Findings – The results suggest that creative motivation will vary systematically as a problem solver's perception of problem solving progress increases in a wax-wane-wax pattern. Research limitations/implications – Post hoc analysis suggested that potentially confounding effects related to problem heterogeneity, learning effects, environment, group interaction and interviewer response bias were not significant. However the relatively small sample size and limited scope of the problem activities suggests that further research is required to establish the extent to which the findings can be generalised. Practical implications – CRR promises a new form of extrinsic control for managers to enhance creativity via extrinsic motivation. The author makes suggestions on how managers may enhance creativity by influencing employees to reconsider their perceived level of problem-solving progress. Originality/value – This paper links expectancy theory, cognitive style and creative motivation, and provides an alternative approach to trying directly to motivate employees to be more creative.

Density, diversity, openness and speed: is management development aligned? : Table of Contents

Alessandro Margherita, Giustina Secundo — Sat Oct 31 08:00:32 GMT 2009

Abstract:
Purpose – This paper aims to present a framework supporting a new approach to designing curricula for the development of management competencies. Design/methodology/approach – The review of contributions in the strategic management and management development fields allows extrapolation of the relevant paradigm changes in the economic and business scenario and provides the background for investigating the emerging challenges in competence development processes. Findings – The increasing speed, openness, density and diversity of business raise new challenges related to five fundamental dimensions of management as a system: its actors, concept, context, processes and purpose. This requires developing in managers a set of competencies that specifically address those aspects and holistically cover an integrated perspective rather than focusing on separated management functions, processes or skills. Research limitations/implications – Further research is needed in the effort of taxonomising paradigm changes and defining the management dimensions which are impacted. Practical implications – The analysis presented brings a different logic to structuring curricula. This could potentially have an impact on the design and implementation of learning initiatives in both higher education and corporate contexts. A framework useful for practitioners is provided. Originality/value – The value of the paper is in creating a direct conceptual link among the changing features of the economic and business landscape and the deriving requirements in terms of developing management competencies. A framework useful for practitioners is provided.

The Myers-Briggs type indicator and transformational leadership : Table of Contents

F. William Brown, Michael D. Reilly — Sat Oct 31 08:00:32 GMT 2009

Abstract:
Purpose – This paper aims to study the possible relationship between elements of personality as measured by the Myers-Briggs type indicator (MBTI) and transformational leadership (TL) as measured by the Multifactor Leadership Questionnaire (MLQ). Design/methodology/approach – The study was done at the North American manufacturing facility of an international technology company. Utilizing the Multifactor Leadership Questionnaire to measure transformational leadership, over 2,000 followers provided assessments of transformational leadership for 148 managers who had done self-assessments and had completed Form K of the MBTI. Findings – No relationship was found between follower assessments of transformational leadership and leader personality as measured by the MBTI. Leaders did, however, perceive themselves to be significantly more transformational than did those who reported to them. Leader preference for extraversion over introversion and intuition over perception were both significantly associated with self-reports of transformational leadership. Research limitations/implications – Studies utilizing large samples across a variety of organizational settings are needed to confirm the results of this study. Practical implications – This study calls into question the existence of a relationship between the MBTI and transformational leadership. The study does not provide any support for the possible utility of the MBTI for the prediction or explanation of transformational leadership behaviors. Assuming that followers' perceptions of TL are the more valid, the findings suggest that previous results linking MBTI and TL may be measurement artifacts. Originality/value – Utilizing a large sample, the MLQ and continuous measures of MBTI preferences the results of this study contradict previous reports of a relationship between personality as measured by the MBTI and transformational leadership.