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首页> 外文期刊>SA Journal of Industrial Psychology >Leadership effectiveness in Higher Education: Managerial self-perceptions versus perceptions of others
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Leadership effectiveness in Higher Education: Managerial self-perceptions versus perceptions of others

机译：高等教育中的领导效能：管理者自我感知与他人感知

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Orientation: The study reported here explores the relationship between managerial selfperceptions and perceptions of others (the manager's direct supervisor, peers and subordinates) with regard to leadership effectiveness (LE) in a group of managers in the context of a South African university undergoing a merging process.Research purpose: The purpose of this study was to investigate the prevalence of selfperception accuracy amongst the managers and to explore the patterns of interaction between self-perception accuracy (regarding their leadership behaviour) and perceived transformational leadership behaviour (as measured by composite ‘other'-ratings).Motivation of the study: Research has shown that managers in various work environments typically overestimate their own level of competence and that this could impact on the effectiveness of their leadership behaviour. This phenomenon has however not yet been researched in the context of South African higher education institutions.Research design, approach and method: A quantitative cross-sectional study of the relationship between self-perception accuracy and leadership effectiveness was conducted amongst the total population (N = 204) of staff members in management positions. The response rate was 67% and the realised sample consisted of 137 managers. Leadership behaviour was measured by means of behavioural ratings on the following five dimensions of the Leadership Practices Inventory (LPI): ‘Challenging the process', ‘Inspiring a shared vision', ‘Enabling others to act', ‘Modelling the way' and ‘Encouraging the heart'.Main findings: Statistically significant discrepancies were found between self- and observer ratings on all five leadership dimensions, indicating a probable overestimation of their own capabilities. Results further provide evidence that perceived leadership effectiveness on three of the five transformational leadership practices varied as a function of the self-perceptions of managers.Practical/managerial implications: Managerial development practices should sensitise managers to what is essentially introspective and provide opportunities for them to reflect upon and question their leadership practices.Contribution/value-add: A challenge for higher education is to embark on feedback intensive leadership development processes that provide participants with comprehensive feedback in a supportive environment.
机译：方向：此处报道的研究探讨了在南非大学进行合并的情况下，管理者自我感觉与他人（管理者的直接主管，同事和下属）的看法之间在领导者效能（LE）方面的关系。研究目的：本研究的目的是调查管理者中自我知觉准确性的普遍性，并探讨自我知觉准确性（关于他们的领导行为）和感知的变革型领导行为（通过综合“研究动机：研究表明，处于不同工作环境中的经理通常会高估自己的能力水平，这可能会影响其领导行为的有效性。然而，这种现象尚未在南非高等教育机构的背景下进行研究。研究设计，方法和方法：在总人口中进行了关于自我知觉准确性和领导效能之间关系的定量横断面研究（N = 204）担任管理职位的员工。答复率为67％，实现的样本包括137名管理人员。领导行为是通过对领导力实践清单（LPI）的以下五个维度的行为评级来衡量的：“挑战过程”，“激发共同愿景”，“使他人能够采取行动”，“建模方式”和“令人鼓舞的心脏。主要发现：在所有五个领导维度上，自我和观察者评级之间存在统计学上的显着差异，表明他们可能会高估自己的能力。结果进一步提供了证据，表明对五种变革型领导实践中的三种领导能力的感知有效性随管理者的自我感知而变化。实践/管理意义：管理发展实践应使管理者对本质上是内省的敏感并为其提供机会反思/质疑他们的领导方式。贡献/增值：高等教育的挑战是着手进行反馈密集型领导力发展过程，该过程可在支持性环境中为参与者提供全面的反馈。

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