Agnes Bäker, Amanda H Goodall, Do expert clinicians make the best managers? Evidence from hospitals in Denmark, Australia and Switzerland, BMJ Leader, Vol. 5 (3), 2021. (Journal Article)
Introduction: Hospital quality rests on the morale and productivity of those who work in them. It is therefore important to try to understand the kinds of team leaders that create high morale within hospitals.
Methods: This study collects and examines data on 3000 physicians in hospitals from Denmark, Australia and Switzerland. It estimates regression equations to study the statistical predictors of levels of doctors’ job satisfaction, their intentions to quit or stay in their current hospital and their assessment of the leadership quality of their immediate manager. A particular concern of this study is to probe the potential role played by clinical expertise among those in charge of other physicians.
Results: When led by managers with high clinical expertise, hospital physicians are (1) more satisfied with their jobs, (2) more satisfied with their supervisors’ effectiveness and (3) less likely to wish to quit their current job. These findings are robust to adjustment for potential confounders, including age and job seniority, and pass a variety of statistical checks (including clustering of SEs and checking for omitted variable bias). They are replicated in each of the three nations.
Conclusion: Physicians are happier with their jobs when led by outstanding clinical experts. It is not sufficient, it appears from this evidence, for leaders merely to be clinicians. This suggests that—though only an idealised and presumably infeasible randomised experiment could allow complete certainty—there is a natural case for managers within a hospital hierarchy to be drawn from the ranks of those who are themselves outstanding clinicians. |
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Agnes Bäker, Susanne Breuninger, Kerstin Pull, Pushing performance by building bridges: Human and social capital as mechanisms behind the mobility-performance link, Journal of Vocational Behavior, Vol. 129, 2021. (Journal Article)
Temporarily going abroad is widely believed to increase academics' research performance. However, our understanding of the mechanisms linking academics' temporary stays abroad and subsequent research performance is tenuous. We investigate to what extent the accumulation of career capital (i.e., human and social capital) links temporary stays abroad and subsequent research performance by focusing on the conditions under which career capital is enhanced. Using matching and mediation analysis on a sample of 277 academics in German-speaking Europe, we show that it is the accumulation of social capital (i.e., contacts and social networks) rather than the accumulation of human capital (i.e., knowledge and skills) that accounts for the positive performance effects of temporarily going abroad. Furthermore, our study highlights the conditions (e.g., duration and number of stays abroad, number of different host institutions) that facilitate the accumulation of career capital during a stay abroad. Thus, our study informs academics on how to build their career capital and thus push their performance by temporarily going abroad. |
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Agnes Bäker, Mickael Bech, Jaason Geerts, Susanne Maigaard Axelsen, Henrik Ullum, Marie P Krabbe, Amanda H Goodall, Motivating doctors into leadership and management: a cross-sectional survey, BMJ Leader, Vol. 4 (4), 2020. (Journal Article)
Purpose: Calls for doctors to enter management are louder as the benefits of medical leadership become clearer. But supply is not meeting demand. This study asks doctors (physicians): what might encourage you to go into leadership, and what are the disincentives? The same was asked about leadership training. First, the paper attempts to understand doctors’ motivation to lead, specifically, to explore the job characteristics that might act as incentives and disincentives. Second, the study points to organisational obstacles that further shrink the medical leadership pipeline.
Method: Doctors were surveyed through the Organization of Danish Medical Societies. Our key variables included: 1) the incentives and disincentives for doctors of going into leadership and management; 2) the motivation to participate in leadership training. Our sample of 3534 doctors (17% response) is representative of the population of doctors in Denmark.
Findings: The main reason why doctors are motived towards leadership is to make a difference. They are put off by fears of extra administration, longer hours, burnout, lack of resources, and by organisational cultures resistant to change. But doctors are aware of their need for leadership development, prior to entering management.
Practical implications: Health systems should adapt to reflect the motivations and incentives of their potential medical and clinical leaders to improve their succession planning. Appropriate leadership training is also essential. These changes are especially important now. Medical leadership has been linked positively to organisational and patient outcomes and has been central in responding to the COVID-19 pandemic. Stress and burnout among clinical staff continue to rise, and health systems face recruitment and retention challenges. |
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Peter Hockey, Rhema Vaithianathan, Agnes Bäker, Freddy Beer, Amanda H Goodall, Matt Hammerton, Rosalind Jarvis, Susannah Brock, Larissa Lorimer, Measuring the working experience of doctors in training, Future Healthcare Journal, Vol. 7 (3), 2020. (Journal Article)
Using an online tool, we report the association between tasks and ‘affect’ (underlying experience of feeling, emotion or mood) among 565 doctors in training, how positive and negative emotional intensity are associated with time of day, the extent to which positive affect is associated with breaks, and consideration about leaving the profession. Respondents spent approximately 25% of their day on paperwork or clinical work that did not involve patients, resulting in more negative emotions. Positive emotions were expressed for breaks, staff meetings, research, learning and clinical tasks that involved patients. Those having considered leaving the profession report more negative feelings. Systematic workplace changes (regular breaks, reducing paperwork and improved IT systems) could contribute to positive workday experiences and reduce intention to quit. Educators and employers have important roles in recognising, advocating for and implementing improvements at work to enhance wellbeing with potential to improve retention of doctors in training. |
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Jamie Lee Gloor, Tyler Okimoto, Eden King, Maybe baby? When and why potential parenthood harms women’s employment, In: European Association for Social Psychology Small Group Meeting. 2020. (Conference Presentation)
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L Henningsen, Jamie Lee Gloor, C Van Laar, Der Einfluss erlebter Unhöflichkeit am Arbeitsplatz auf die arbeits- und karrierebezogenen Einstellungen von Frauen, In: Kongress der Deutschen Gesellschaft für Psychologie (DGPs) / die 15. Tagung der Österreichischen Gesellschaft für Psychologie (ÖGP). 2020. (Conference Presentation)
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Jamie Lee Gloor, Diverse perspectives of work and family, In: Annual Meeting of the Academy of Management. 2020. (Conference Presentation)
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Jamie Lee Gloor, Help when dads need somebody? Follower reactions to leader work-family conflict, In: Annual Meeting of the Academy of Management. 2020. (Conference Presentation)
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Jamie Lee Gloor, Tyler Okimoto, Eden King, “Maybe baby?” The risky business of potential parenthood, In: Annual Meeting of the Academy of Management. 2020. (Conference Presentation)
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Jamie Lee Gloor, S. Rehbock, Critical events at a critical time: Setbacks and shocks in early academic career stages, In: Annual Meeting of the Academy of Management. 2020. (Conference Presentation)
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Jamie Lee Gloor, C Cooper, L Bowes-Sperry, What a relief? #MeToo backlash and humor’s effects on interpersonal anxiety, In: Annual Conference of the International Association for Conflict Management. 2020. (Conference Presentation)
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L Henningsen, Jamie Lee Gloor, C Van Laar, Signals that I don’t belong: How subtle disrespect shapes women’s career attitudes, In: European Association of Social Psychology General Meeting. 2020. (Conference Presentation)
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Francesco Maisano, Agnes Bäker, Maurizio Taramasso, Barbara Jenny, Luca Vicentini, Victoria Jenkins, Martin Andreas, Alberto Pozzoli, Michel Zuber, Carlos A Mestres, The Certificate of Advanced Studies (CAS) course adapted to a pandemic: Restructuring the CAS course at the University of Zurich during the COVID-19 pandemic. Challenges and learnings for future change in the delivery of cardiovascular education, European Heart Journal, Vol. 41 (18), 2020. (Journal Article)
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Jamie Lee Gloor, Manuela Christina Morf, Samantha Paustian-Underdahl, Uschi Backes-Gellner, Fix the game, not the dame: Restoring equity in leadership evaluations, In: 5th Interdisciplinary Leadership Symposium. 2020. (Conference Presentation)
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Agnes Bäker, Amanda H Goodall, Feline followers and “umbrella carriers”: Department Chairs’ influence on faculty job satisfaction and quit intentions, Research Policy, Vol. 49 (4), 2020. (Journal Article)
Management quality at the department level is central to research and teaching performance in universities. This paper investigates the influence of department Chairs (hybrid middle managers) on faculty job satisfaction, satisfaction with job characteristics, and intentions to leave. Using UK and Swedish data, we provide the first evidence that faculty who rate their Chairs as being distinguished researchers report higher overall job satisfaction, satisfaction with job characteristics, and lower quit intentions. The perceived research strength of the Chair has the single largest statistical influence on faculty job satisfaction. This result holds after controlling for a large number of other influences and after employing a range of methods to correct for issues such as a potential single-rater bias. Although the primary contribution of this paper is empirical, we build on the expert leadership literature, appeal to social identity theory, and utilise the newly established concept of “umbrella carrier”: we suggest that Chairs who are strong researchers may shelter subordinate faculty from excessive managerial spillovers, and protect academics’ research time, thereby creating more favourable job characteristics. The paper’s results highlight the benefits of good management in universities at a time when job satisfaction is in decline. |
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Jamie Lee Gloor, J Walls, Is sustained narcissism unsustainable? CEO personality, gender, and CSR, In: 11th EIASM workshop on top management teams and business strategy research. 2020. (Conference Presentation)
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S. Rehbock, Jamie Lee Gloor, Ronit Kark, Ch-ch-changes? Early career shocks and identity work over time, In: Careers in Context – Careers Division Community Conference. 2020. (Conference Presentation)
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Jamie Lee Gloor, Brooke Gazdag, Max Reinwald, Overlooked or Undercooked? Critical Review & Recommendations for Experimental Methods in Diversity Research, In: Routledge Companion to Organizational Diversity Research Methods, Routledge, London, p. 16, 2020. (Book Chapter)
Diversity research often relies on experiments to make causal claims about the effects of various attributes (e.g., gender or race/ethnicity) on organizationally-relevant outcomes. With this method, scholars intervene, then analyze the effect of the intervention on one or more outcomes. Until now, however, there remains a lack of clear, practical guidance on how to best study the effects of these attributes via experiments, including some of the theoretical and ethical implications that these design and method decisions might entail. Thus, we review the literature on experimental diversity research in organizations, highlighting illustrative publications and their design choices. Throughout, we highlight some strengths and potential pitfalls of these approaches. In line with the approach of this methods anthology, we also describe a recent set of experimental studies on intersecting aspects of diversity by the first author of this chapter (Gloor, Li, & Puhl, 2018) to practically exemplify some of the themes discussed within this chapter. We conclude with a discussion of ethical implications. |
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Nina Junker, Alina Hernandez Bark, Jamie Lee Gloor, Career Progression: Left out of the Game?, In: Navigating the return-to-work experience for new parents: Maintaining work-family well-being, Routledge, London, p. Chapter 8, 2020. (Book Chapter)
Employees may often wonder whether becoming a parent will affect their future career. Will parenthood affect their career prospects? What about decision makers’ perceptions of their workplace commitment or engagement? In this chapter, we provide an overview of the stereotypes about working mothers and fathers. Of course, such stereotypes are context-dependent and may differ between cultures and society. Moreover, they are subject to changes over time. Therefore, we focus our analysis on those prevailing across countries and use the most recent research available. We explain how these stereotypes can impact working parents’ career prospects as well as outline their potential origins. We conclude with examples and recommendations of how to deal with these stereotypes about working parents. |
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Jamie Lee Gloor, Manuela Morf, Samantha Paustian-Underdahl, Uschi Backes-Gellner, Fix the game, not the dame: Restoring equity in leadership evaluations, Journal of Business Ethics, Vol. 161 (3), 2020. (Journal Article)
Female leaders continue to face bias in the workplace compared to male leaders. When employees are evaluated differently because of who they are rather than how they perform, an ethical dilemma arises for leaders and organizations. Thus, bridging role congruity and social identity leadership theories, we propose that gender biases in leadership evaluations can be overcome by manipulating diversity at the team level. Across two multiple-source, multiple-wave, and randomized field experiments, we test whether team gender composition restores gender equity in leadership evaluations. In Study 1, we find that male leaders are rated as more prototypical in male-dominated groups, an advantage that is eliminated in gender-balanced groups. In Study 2, we replicate and extend this finding by showing that leader gender and team gender composition interact to predict trust in the leader via perceptions of leader prototypicality. The results show causal support for the social identity model of organizational leadership and a boundary condition of role congruity theory. Beyond moral arguments of fairness, our findings also show how, in the case of gender, team diversity can create a more level playing field for leaders. Finally, we outline the implications of our results for leaders, organizations, business ethics, and society. |
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