Luke Novelli
Biographic Data
| ID | 152913 |
|---|---|
| NAME | Luke Novelli |
| GIVEN NAMES | Luke |
| FAMILY NAME | Novelli |
| SIGNATURE | NOVELLI L |
| AFFILIATIONS | Center for Creative Leadership |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 6 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 1996 |
| H-INDEX | 1 |
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
The Context for Leadership in 21st-Century Organizations: A Role for Critical Thinking
Environmental turbulence" and high degrees of interdependence create dilemmas and paradoxes for organizations. Because critical thinking is a primary tool for dealing with dilemmas and paradoxes, the support and encouragement of critical thinking is a key characteristic of effective leadership processes. The context of current and future leadership challenges is described. The process approach to leadership is discussed and critical thinking is r…
Reliability and Factor Structure of the Managerial Potential Scale
The 34-Item Managerial Potential Scale (MP) of the California Psychological Inventory (CPI) was investigated. The results of the reliabilities (Cronbach's alpha) and the factor analysis (principle components, varimax rotation) suggest that the MP Scale should not be used for management selection or development due to the obtained low estimates of internal-consistency reliability and an ambiguous factor structure
A Comparative Test of the Interval-Scale Properties of Magnitude Estimation and Case III Scaling and Recommendations for Equal-Interval Frequency Response Anchors
This study investigated three sources of differences between recommended sets of equal-interval response anchors derived from two scaling techniques. One set, produced by magnitude estimations, is compared with a set produced by Thurstone Case III pair-comparison treatment of complete ranks. Subjects from two universities (N = 95, N = 110) completed magnitude estimations and rankings of 20 frequency expressions. Divergences in the results between…
Beyond testimonials: Learning from a quality circles programme
Quality circles programmes are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction. An in‐depth case study of one such programme finds that generally favourable testimonials by participants may be misleading. This programme yielded a few minor changes but little impact on p…
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
The Context for Leadership in 21st-Century Organizations: A Role for Critical Thinking
Environmental turbulence" and high degrees of interdependence create dilemmas and paradoxes for organizations. Because critical thinking is a primary tool for dealing with dilemmas and paradoxes, the support and encouragement of critical thinking is a key characteristic of effective leadership processes. The context of current and future leadership challenges is described. The process approach to leadership is discussed and critical thinking is r…
Beyond testimonials: Learning from a quality circles programme
Quality circles programmes are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction. An in‐depth case study of one such programme finds that generally favourable testimonials by participants may be misleading. This programme yielded a few minor changes but little impact on p…
Beyond testimonials: Learning from a quality circles programme
Quality circles programmes are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction. An in‐depth case study of one such programme finds that generally favourable testimonials by participants may be misleading. This programme yielded a few minor changes but little impact on p…
A Comparative Test of the Interval-Scale Properties of Magnitude Estimation and Case III Scaling and Recommendations for Equal-Interval Frequency Response Anchors
This study investigated three sources of differences between recommended sets of equal-interval response anchors derived from two scaling techniques. One set, produced by magnitude estimations, is compared with a set produced by Thurstone Case III pair-comparison treatment of complete ranks. Subjects from two universities (N = 95, N = 110) completed magnitude estimations and rankings of 20 frequency expressions. Divergences in the results between…
Reliability and Factor Structure of the Managerial Potential Scale
The 34-Item Managerial Potential Scale (MP) of the California Psychological Inventory (CPI) was investigated. The results of the reliabilities (Cronbach's alpha) and the factor analysis (principle components, varimax rotation) suggest that the MP Scale should not be used for management selection or development due to the obtained low estimates of internal-consistency reliability and an ambiguous factor structure
The Context for Leadership in 21st-Century Organizations: A Role for Critical Thinking
Environmental turbulence" and high degrees of interdependence create dilemmas and paradoxes for organizations. Because critical thinking is a primary tool for dealing with dilemmas and paradoxes, the support and encouragement of critical thinking is a key characteristic of effective leadership processes. The context of current and future leadership challenges is described. The process approach to leadership is discussed and critical thinking is r…
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
Computer Science (3 works) · Engineering (3 works) · Political science (3 works) · Psychology (3 works) · Job Satisfaction and Organizational Behavior (2 works) · Law (2 works) · Law (2 works) · Management Theory and Practice (2 works) · Mathematics (2 works) · Physics (2 works)