Jungian personality theory and managerial styles: a phenomenological approach

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Support is found for coherence between managerial practice and the theorized cognitive processes and for coherence between the way in which the instrument measures the personality types and the theorized cognitive processes. Originality/value The briefing saves busy executives, strategists and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Managerial Styles and Employee Productivity. An Empirical Study From Bank Sector Employees in Greece

The aim of the paper was to assess the level to which managerial styles in an organization affect employee performance among selected banks in Greece. The study focused on three major managerial styles which include; democratic, autocratic and participatory styles of management. The study utilized a descriptive research design and an online survey was used to collect relevant data from different employees attached to selected banks in Greece (National Bank of Greece, Piraeus Bank, Citibank Greece, and HSBC Greece). The survey targeted 220 employees though only a response rate of 87.3% was obtained based on 200 employees that answered questions contained in the survey questionnaire. The different study findings showed that all the managerial styles are positively associated with employee performance except autocratic managerial style which had a positive but insignificant relationship with employee performance. The study concluded that it is very important for managers to continuously apply different innovative managerial styles in executing their duties since this has a great impact on the general performance of employees.

Managerial styles and their relationship with job satisfaction in information technology companies

The purpose of this paper is to identify and evaluate which managerial style prevails in the operational area of five IT companies and their relationship with the job satisfaction of their employees. For data collection, a questionnaire was applied to 120 participants, validating 110 responses. Questions regarding the three factors of EAEG were integrated in order to identify the focus in which the leadership predominantly operates in these companies, and the five dimensions of EST were used to measure the level of employees satisfaction regarding each dimension evaluated. Descriptive statistical processing allowed to observe that the managerial style focused on the Task prevails, with an overall average score of vt = 4.11. As dispersion measures, the sample standard deviation (St = 0.39) and sample amplitude (At = 0.91) corresponding to this factor (Task) were calculated, respectively, showing that the values are very close to the average score. It indicates that there is uniformity between the scores for each item of the factor Task. It was found that 65 % of participants confirm the role of the leadership focused on the Task. The Satisfaction with the nature of work dimension reached an average score of vd = 5.09, showing employee satisfaction. The dimension Satisfaction with colleagues reached an average score of vd = 4.34 indicating indifference on the level of satisfaction, whereas the dimensions Satisfaction with salary, promotions and leadership, reached averages of vd = 3.87, vd = 3.70 and vd = 3.46, respectively, indicating levels of dissatisfaction. Finally, were highlighted some criteria as motivators for avoid turnover in organizations that contribute to the job satisfaction of these employees.

Social Psychology and Fabrication

This chapter aims to review the current debate on and investigate individual behavior and confidence in leaders and organizations. This is done through content analysis on recent studies on leadership, social psychology, and the characteristics of individuals, society, and organizations. This study proposes a model to discuss cognitive, human involvement, personality traits, and social fabrics. The current debate's significant contributions alert organizations and individuals (leaders) about human development and social transmission in social change. Some primary challenges have been discussed, such as employees' perception of the organization, managerial styles, socio-psychological and cognitive development. The chapter argues that the social cognitive theory's lens can enrich individuals, society, and organizations to reach future research suggestions.

Recruitment and Retention of International School Teachers in Remote Archipelagic Countries: The Fiji Experience

In current school environments, teacher recruitment, turnover, and retention present significant problems, particularly for rural and remote international schools in archipelagic countries. Employing the Social Cognitive Career Theory (SCCT), this study analyzed international school teachers with teaching experience at a Fijian international school about their career development, retention ideas, and the decision of teaching service. As there is not a large population of international school teachers in archipelagic countries due to the unique environment of the school and country, the researcher employed the Interpretative Phenomenological Analysis (IPA) to better understand six international school teachers who have taught and are teaching at one of the Fijian international schools. The study categorized two directions for leaving and staying at a remote location. Participants indicated that the managerial styles, negative leadership, and limited social networking were the most significant challenges while respectfulness and simple living style were the most significant advantages of their Fijian teaching experience. As this study mainly focused on the issues for rural, remote, and archipelagic countries, the result of this study serves as one of the first blueprints for organizational leaders in those regions to improve their management styles in order to recruit and retain their skillful professionals.

A Conceptual Framework for Managerial Analysis Under Economic Nationalism and Globalization

This chapter qualitatively examines cross-national managerial strategies employed at the Japanese automakers in the context of economic nationalism. It proposes and tests a simple yet versatile conceptual framework by developing existing models and integrating foundational concepts available in literature. Proposed as a tool for comparative analysis on management styles, the framework has two extreme ends of a continuum to capture not only variants of the social realities but also changes of businesses as it shifts between the extremes. The findings suggest that the force of economic nationalism likely affects the Japanese automakers' growth strategies, and the dynamics of managerial styles are company-specific under intensified globalization.