Management and Marketing - Research Publications

Permanent URI for this collection

Search Results

Now showing 1 - 2 of 2
  • Item
    Thumbnail Image
    Leading from the Frontline: Developing Leader Identity and Leadership Self-Efficacy among Frontline Managers.
    OLSEN, J ; Butar, I ; Gahan, P (Centre for Workplace Leadership, The University of Melbourne, 2016)
    Frontline managers are responsible for the supervision of non-managerial employees and overseeing day-to-day operations in general. They are often directly involved in employee recruitment, training, and performance management and are critical to implementing practices and innovations that enhance productivity (Ahmed, Shields, White, & Wilbert, 2010; Brewer, 2005; Kraut, Pedigo, McKenna, & Dunnette, 1989; Purcell & Hutchinson, 2007; Risher, 2010). Frontline managers in the service industry are no exception, and should receive more attention as the service industry expands. We therefore designed a research study based in a large organisation in the food service industry. Through this study, we sought to understand what factors relate to the important concepts of leader identity and leadership self-efficacy at the frontline. We first provide some background on these concepts, as well as a number of potential determinants. We then describe the methodology of our study, followed by the findings and their implications.
  • Item
    Thumbnail Image
    Developing Leaders in Business Schools: A Case Report on First Year Student Leaders
    OLSEN, J ; Butar, I ; Gahan, P ; Harbridge, R ; Van Woonroy, B (Centre for Workplace Leadership, The University of Melbourne, 2016)
    Developing leadership capabilities in young people comes with the territory of being in a business school. The Faculty of Business and Economics at The University of Melbourne offers a First Year Leaders Forum on a voluntary basis to all students. Centre for Workplace Leadership researchers surveyed two groups of first year students – those who took part in the Forum, and those that chose not to. The survey was administered immediately before the Forum and repeated six months later. Testing for four leadership competencies and two leadership attributes, they established that the intervention in the form of the Forum, improved first year students motivation to lead. Further they found that those who joined student groups or associations, volunteered or had served internships demonstrated higher levels of motivation to lead. The study showed that even small interventions can develop leadership attributes and as a result increase the levels of motivation to lead.