A study of impending derailment and recovery of middle managers across career stages

By F. Shipper, J. E. Dillard. 2000

92 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/70321a2e4e5ead0eef4d170f81a6cd25b081df98

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

A Model of Emotional Intelligence and Conflict Management Strategies: A Study in Seven Countries (2002, background): “Studies by Kruger and Dunning (1999) and Shipper and Dillard (2000) reported that unsuccessful supervisors overestimate their skills compared to those of successful supervisors.”
Flawed Self-Assessment (2004, unknown): “F Poor-performing business managers who overrate themselves are the ones most likely to be derailed in their careers (Shipper & Dillard, 2000).”
The executive coaching trend: towards more flexible executives (2006, methodology): “The use of 360-degree feedback is one of the best methods to promote increased self-awareness of skill strengths and deficiencies (Hagberg, 1996; Roti and Shipper, 1998; Shipper and Dillard, 2000; Thach, 2002), an important precursor to executive coaching.”
A CROSS‐CULTURAL EXPLORATORY STUDY OF THE LINKAGE BETWEEN EMOTIONAL INTELLIGENCE AND MANAGERIAL EFFECTIVENESS (2003, methodology): “Research using 360-degree feedback data has found that high performing managers not only make better use of interactive skills but, important to this research, more accurately estimate their own skill levels when compared to low performing managers (Shipper and Dillard, 2000).”
A Socioanalytic Model of Maturity (2004, background): “In a particularly interesting study, Shipper and Dillard (2000) showed that a measure of role-taking ability distinguished between managers who were successful and managers who were derailing in a large high-tech manufacturing organization.”
The impact of executive coaching and 360 feedback on leadership effectiveness (2002, background): “Indeed, research has confirmed that the use of 360 feedback is one of the best methods to promote increased self-awareness of skill strengths and deficiencies in managers (Hagberg, 1996; Rosti and Shipper, 1998; Shipper and Dillard, 2000).”