L’appropriation du feed-back a fait l’objet de plusieurs modèles théoriques en contexte d’évaluation de la performance, notamment par Ilgen, Fisher et Taylor (1979) qui suggèrent un modèle explicitant comment un feed-back en vient à susciter des changements comportementaux. Ce modèle a été repris dans divers domaines de recherche, sans pour autant être adapté en fonction du contexte spécifique dans lequel le feed-back était transmis. Cette thèse propose un modèle d’appropriation du feed-back inspiré des travaux d’Ilgen et al. (1979), mais reflétant les spécificités de l’évaluation du potentiel. Le modèle comporte trois étapes qui sont l’appropriation cognitive (composée de l’acceptation et de la conscientisation), l’intention d’agir dans le sens du feed-back et l’appropriation comportementale. La présente thèse se décompose en trois articles poursuivant les objectifs suivants : (1) Proposer un modèle théorique de l’appropriation du feed-back adapté au contexte de l’évaluation du potentiel. (2) Valider une mesure de l’appropriation cognitive combinant l’acceptation et la conscientisation. (3) Tester empiriquement le modèle d’appropriation du feed-back en contexte d’évaluation du potentiel. Le premier article vise d’abord à circonscrire les fondements de l’évaluation du potentiel et à définir l’appropriation du feed-back. Sur la base de ces informations, le modèle d’Ilgen et al. (1979) est ensuite revu et modifié. Les liens entre les différentes étapes du modèle sont subséquemment étayés par des théories et des études empiriques. L’article se conclue par une réflexion sur les retombées théoriques et pratiques du modèle revisité. L’objectif du second article consiste à développer et valider une mesure de l’appropriation cognitive incluant deux dimensions, à savoir l’acceptation et la conscientisation. Pour ce faire, deux études ont été menées auprès de candidats ayant reçu un feed-back suite à une évaluation du potentiel. Des analyses factorielles exploratoires (N = 111), puis des analyses factorielles confirmatoires (N = 178) ont été réalisées en ce sens. Chaque dimension de l’appropriation cognitive a également été mise en relation avec des variables critères afin de recueillir des éléments de preuve appuyant la validité de l’instrument. La majorité des indices obtenus confirment la présence des deux dimensions pressenties et des constats sont tirés sur la base de ces résultats. Le troisième article vise à vérifier empiriquement les liens anticipés entre les composantes du modèle d’appropriation du feed-back détaillé dans le premier article. Les deux premières étapes du modèle, soit l’appropriation cognitive et l’intention d’agir, ont été mesurées via un questionnaire complété immédiatement après le feed-back par 178 candidats. Ces derniers ont été sollicités trois mois plus tard afin de compléter un second questionnaire portant sur la dernière étape, l’appropriation comportementale, et 97 d’entre eux y ont répondu. Les résultats d’analyses par équations structurelles supportent le modèle et une discussion sur la portée de tels résultats s’en suit. / Feedback appropriation has been the subject of several theoretical models in the context of performance evaluation, namely by Ilgen, Fisher, and Taylor (1979), who proposed a model explaining how feedback elicits behavioural change. This model has been applied in various research areas, but has yet to be adapted to a specific context in which feedback is given. This thesis proposes a feedback appropriation model inspired by Ilgen et al. (1979) that reflects the specific characteristics of individual psychological assessment. The model is divided into three stages, which are cognitive appropriation (comprised of acceptance and insight), the intention to act in accordance with feedback, and behavioural appropriation. The present thesis includes three articles that pursue the following objectives: (1) Propose a theoretical model on feedback appropriation adapted to the context of individual psychological assessment. (2) Validation of a measure of cognitive appropriation, combining acceptance and insight. (3) Empirical testing of the model of feedback appropriation in the context of individual psychological assessment. The first article presents the nature of individual psychological assessment practice and seeks to define feedback appropriation in this context. Thereafter, Ilgen et al.’s (1979) feedback model is reviewed and modified based on psychological individual assessment context. Support for links between the different stages of the model are subsequently shown using various theories and empirical studies. The article concludes with a reflection on the theoretical and practical implications of the revised model. The goal of the second article is to develop and validate a measure of cognitive appropriation that includes two dimensions, acceptance and insight. This was accomplished by way of two studies conducted on candidates having received feedback following an individual psychological assessment. Exploratory factor analyses (N= 111), followed by confirmatory factor analyses (N= 178) were conducted. Links between each dimension of cognitive appropriation and key variables were tested in order to support the validity of the instrument. The results confirmed the presence of both proposed dimensions, and observations based on these findings are discussed. The third article seeks to empirically verify the anticipated relationships between elements of the feedback appropriation model outlined in the first article. The first two stages of the model, cognitive appropriation and intention to act, were measured using a questionnaire completed immediately following feedback received by 178 candidates. These participants were solicited three months later in order to complete a second questionnaire concerning the third stage, behavioural appropriation, 97 of which responded. Structural equation analyses supported the model and a discussion on the significance of these results follows.

<p>In today&rsquo;s global, dynamic, and uncertain business environments, the need for developing leaders and managerial talent throughout the organization is increasingly evident, especially for multinational companies. While the important role of job assignment for leadership and managerial development has been well recognized, there is no aligned, comprehensive global leadership development model. This study focused on understanding leadership development assignments and experiences of successful Japanese managers who are functioning in for-profit multi-national Western companies in the consumer products industry in Japan. A sequential explanatory mixed method design incorporating phenomenological interviews was used to first explore work-related strengths and developmental experiences and key competencies of 24 high performing managers working in the consumer goods industry, representing three different companies. 6 individuals were selected to participate in the phenomenological interview process. </p><p> Key findings from phase 1 research among 24 respondents are (a) while challenging job is the most effective method for leadership development, that alone cannot always develop effective leaders, and (b) effective leaders have more number of challenging assignments and work experiences. Phase 2 research, phenomenological interview was conducted among 6 most effective leaders selected based upon 360 feedback survey results. There were 3 types of developmental experiences those effective leaders found very effective: (a) business challenges, (b) interpersonal and cultural challenges, and (c) developmental relationship. Key findings from phase 2 research are (d) effective leaders have experienced dual challenges from key developmental work&mdash;both business challenge and interpersonal (or cultural) challenges, (e) they possess both business skills and interpersonal skills, (f) they have learned and strengthened both business management and interpersonal skills through overcoming challenges on the job, (g) they have a positive and open mindset and positive attitudes toward new challenging, learning and achievements, (h) they have learned through self reflection during and after developmental experiences. Of note, all of them have had a significant learning and influence from their boss(es) in their career. </p><p> Incorporating the findings from this research, I recommend a systemic leadership development approach that integrates challenging assignments with reflective learning, skill development supports, 360 feedback, and thorough performance review system, involving boss. </p>

<p> Women make up half of the workforce in America. Despite this, in traditional organizations, leadership roles are overwhelmingly held by men. Of the small number of African American women employed in the workforce, 30% hold professional or management positions and women in general are more educated, qualified and transformational than their male counterparts. Despite this, African American female leaders experience organizational barriers, social labeling, and biases driven by their intersectionality that hinders their career opportunities. Black feminist research suggests that social norms place women in subordinate roles in comparison to men in society. African American women face such social barriers at a higher level given additional societal hardships driven by racism. Literature on African American female leadership outlines the barriers, but there is a limited amount of literature that seeks to appreciate Black female leadership as it relates to their style characteristics, expertise, and experience within their organizations regarding their leadership styles and the resilience required to maintain success in their positions. In order to add to the body of research in this area, this study explored the leadership characteristics, barriers, success strategies and resilience of African American female leaders through the lenses of these women. This study assessed leadership and resilience in African American females who hold higher level positions of leadership in traditionally White, male dominated industries. The purpose of the research was to identify those factors that increase achievement, advancement and success in high ranking positions despite the documented adversities associated with African American women, who hold leadership positions. The goal was to provide a guide for women who aspire towards entering particular fields and holding similar leadership positions and to provide an outline of their success in order to offer a blueprint for organizational strategies to promote diversity and advancement for women. </p>

<p>Incivility is a low-level form of violence that has been found to threaten safety and has gained increasing attention from healthcare leaders. Incivility at work causes distractions and threatens the culture of safety. Locations providing mental health services are among such high-risk areas. The purpose of this study was to evaluate the effectiveness of a nurse leader&rsquo;s educational approach to improve civility in the mental health (MH) nursing workplace using assertiveness training with role-play. </p><p> The civility score in this study was measured by staffs&rsquo; perceptions of eight items: respect; conflict resolution; cooperation; anti-discrimination; value differences; diversity acceptance; personal interest; and reliability of team members. In this study, the principal investigator (PI), a MH nurse leader, prepared and implemented a six-month plan of evidence-based actions intended to improve civility and to strengthen the sense of community. </p><p> Role-play exercises were included in assertiveness training sessions. Personalized brochures that summarized information and future direction for improving civility were prepared and distributed. </p><p> Civility awareness and assertiveness were reinforced by sharing literature, facilitating discussions, and practicing occasional role-plays to problem-solve past and current incivilities as they surfaced. Follow-up measurements showed a rapid and sharp increase in civility, with improved scores for each of the eight items. These findings support continued use of assertiveness training with role-play as an effective approach for improving civility in a culturally diverse MH nursing staff. Limitations of this study are discussed. </p>

Le Québec est confronté à un vieillissement de sa population et une pénurie de main-d’œuvre spécialisée. Pour faire face à ces difficultés tout en restant compétitives à l’échelle internationale, les entreprises québécoises doivent adopter des méthodes de gestion novatrices qui génèrent une performance élevée chez leurs travailleurs peu nombreux. Il est donc essentiel de se servir – et de repenser – le mieux possible des déterminants reconnus de la performance au travail, au premier chef : la motivation. Or, les recherches adoptent habituellement une perspective linéaire en un temps entre ces variables, alors que différentes études soulèvent la possibilité que les relations soient différentes lorsque ces variables sont analysées dans une perspective autre que linéaire. La présente étude teste si une dynamique cyclique se produit. Les résultats de médiation multiples ne révèlent pas d’effet significatif de la motivation entre les performances de deux temps de mesure consécutifs. Cela conforte la nécessité d’élargir la recherche sur de nouvelles variables de manière à vérifier le potentiel lien cyclique entre deux performances. Également, cette recherche relève une zone d’ombre dans la relation dynamique entre la motivation et la performance : ce lien n’est pas aussi lisse qu’il ne le semble. Il arrive parfois que les motivations et performances initiales aient un impact plus déterminant sur les comportements futurs. / Québec has to deal with an aging population and a shortage of highly-skilled labor. In order to face these difficulties while remaining competitive internationally, Quebec’s businesses must adopt new management methods that generate a higher performance from their fewer workers. It is therefore essential to better utilize – and rethink – the predictors of work performance with motivation at the forefront of this endeavor. However, studies usually adopt a one-time only linear perspective between these variables, while other studies suggest that the relations between them would differ when analyzed more dynamically. The present study tests if a cyclic relation performance-motivation- performance occurs. Multiple mediation results do not show a significant effect of various forms of motivation on the performance of two consecutive time measures; hence supporting the need for future studies to test new variables in order to verify the potential cyclical link between two performances. Moreover, the present study identifies a grey zone in the dynamic relation between motivation and performance. Indeed, the link isn’t as smooth as it seems since initial motivations and performances appear to have the greatest impact on future behaviors. / Ce mémoire de maîtrise a été accompli simultanément à des études à temps plein en droit.

Two studies were conducted examining the relationship between applicant sexual orientation, applicant gender, and hiring bias for stereotypically masculine and feminine jobs. Study 1 examined the job-related traits associated with male and female heterosexuals and homosexuals, and it was found that feminine traits were ascribed to homosexual males and masculine traits were ascribed to homosexual females. Study 2 had subjects rank 10 applicants (one male homosexual, one female homosexual, 4 male heterosexuals, 4 female heterosexuals) for either a masculine or feminine job, and rate the applicants on job selection criteria. Results showed that homosexual applicants were rated lower than heterosexual applicants for masculine and feminine jobs, and there was a 3-way interaction between applicant sexual orientation, applicant gender, and job type. Also examined was the relationship between subject individual differences and trait ratings of applicants with hiring decisions. Future research directions were discussed.

This study looked at the influence of cartoons as primes for stereotypes about women in the workplace. Three sets of cartoons (neutral animal, non-agentic women, and feminists) were used and subjects were exposed to just one set based on their assigned condition. After rating the funniness of the cartoons, subjects read about ambiguous behaviors recorded by a supervisor about a social worker. Subjects evaluated the social worker on both performance issues and personal traits. Subjects then read additional information and rated the supervisor. The gender of the social worker and supervisor were manipulated. Three general performance measures and five traits, identified in a pilot study, were analyzed. Priming did occur but inconsistently across the measures. Some interesting patterns representing contrast effects for males in the feminist cartoon condition and females in the non-agentic condition surfaced. The gender composition of the subordinate-supervisor dyad contributed to the priming effect for some measure.

<p>Organized religion plays a significant, even defining role for millions of people worldwide. Recently however, churchgoers, pastors, and denominational hierarchies are becoming increasingly dissatisfied with clergy leadership effectiveness and pastors are experiencing higher than expected levels of burnout and emotional exhaustion. Leadership effectiveness is often reported as one of the least satisfying aspects of working in faith-based settings and religious congregations. Clergy and congregational leaders need a leadership paradigm that provides a framework for leading in highly relational contexts such as religious organizations that also addresses the leaders need to maintain emotional health and psychological well-being. The present study utilized a mixed-methods approach to examine the relationship between self-differentiation and leadership effectiveness among 97 pastors in leadership positions from a variety of Christian religious denominations. Participants completed the Differentiation of Self and Role for Clergy and the Multifactor Leadership Questionnaire. Results of this study suggest that pastors performing in leadership roles have higher levels of self-differentiation than pastors performing in non-leadership roles and that self-differentiation was moderately and positively correlated with the transformational leadership components of intellectual stimulation and individualized consideration. For the qualitative portion of the study, fourteen pastors participated in telephone interviews about their experiences of self-differentiation in leadership roles. Utilizing thematic analysis, nine distinct themes emerged and identified as precipitating event, &ldquo;aha&rdquo; moment, self-regulating, systemic awareness, self-in-role, take a stand, use of self-in-system, lead through connection and inclusion, and followers first. Qualitative results suggest that higher self-differentiation is related to pastors&rsquo; use of self-regulation of emotion, experiential learning, awareness of social context, and willingness to accept risk in exchange for progress. Higher levels of self-differentiation may contribute to the leaders ability to develop and maintain emotional connections with followers during times of conflict or disagreement. </p>

<p> The multi-vendor consulting model is a transorganizational development topic that has gained importance as more organizations strategically source professional services, such as management consulting. Multi-vendor consulting models often require competitors to collaborate on service delivery, fostering coopetitive relationships. This research study acknowledged the paradoxical nature of coopetition and aimed to understand more fully the frequency of coopetition in the management consulting industry, the perceived benefits and risks of coopetition, and the key factors that motivate management consulting leaders to collaborate with their competitors on client engagements. The study revealed that there is a deeper level of motivation for management consulting leaders who chose to collaborate with competitors: the fear of missing out on current and future opportunities and the desire to develop stronger relationships in both their vertical and horizontal networks.</p>

<p> Leadership theories provide guidance, methods, and models for effective leaders. Many leadership theories, such as transactional, transformational, and servant leadership, identify a set of leadership traits or behaviors an effective leader possesses. Robert Greenleaf's (1970) servant leadership theory and characteristics have endured for decades. Greenleaf's servant leadership theory has resurfaced and grown in popularity as evidence by his work being widely cited in new publications, leadership journals, and articles on servant leadership (e.g., Ken Blanchard, Stephen Covey, and Peter Senge). </p><p> A number of authors have studied Eunice Kennedy Shriver and written about her leadership style, but no one to date has conducted an analysis to determine if her characteristics match those of a servant leader. This dissertation was a historical case study to recognize the leadership of Shriver and analyze the supposition that she was a servant leader. Shriver had the vision that became the Special Olympics movement that transformed the lives of people with intellectual disabilities and their families and communities worldwide. The fact that under the leadership of Shriver the Special Olympics achieved global success makes a study of her leadership style significant to the field of organizational leadership. </p><p> This qualitative case study sought to determine if leadership behaviors of the research subject, Eunice Kennedy Shriver, exemplified the 10 characteristics (behaviors) of servant leadership as defined by Robert Greenleaf (1970) and Larry Spears (1995, 1998b). </p><p> Servant leadership is the antithesis of leadership in much of corporate America. For decades, American managers of large corporations and the military have applied an autocratic (command and control) style of leadership. Servant leaders are selfless and seek to invest in the people they lead by genuinely caring about them and their success. They understand that success is realized through the efforts of their followers over selfinterest (Greenleaf, 1977). </p><p> Leadership can be a company's competitive advantage, and servant leadership can be the key element. Laub (1999) and Parolini (2004) found that organizations that fostered a servant leadership culture capitalized on the skills of both their employees and their leaders, which led to greater employee engagement and profitability (Block, 1993; Wheatley, 2005).</p>