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Manager-job fit on individual and group job performance

Samul Joanna, e Cunha João Falcão

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2025

z. 217

473--484

Purpose: Matching the employee's skills and abilities to the job position plays a significant role. Many studies show such connections in the case of employees, but there is insufficient research on managers. This paper explores the impact of aligning managers' skills, competencies, and preferences with job demands (manager-job fit) on individual and group performance. Design/methodology/approach: Using data from 200 managers collected through an online survey, the study employs PLS-SEM to test hypotheses. Findings: The findings reveal a strong positive relationship between manager-job fit and both individual and team performance. Notably, older and more experienced managers tend to report a better job fit, while higher education levels do not necessarily correlate with improved fit. Practical implications: The study highlights the importance of considering manager-job fit in organizational success, as it affects not only managers' effectiveness but also the performance of their teams. Originality/value: The paper contributes to management literature by introducing the concept of manager-job fit and emphasizes the need for further research with larger and more diverse samples, perhaps focused on a sector of activity.

Self-reflection in leadership: does this distinguish a good leader from a bad one?

Samul Joanna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 200

403--418

Purpose: Self-reflection competence is recognized as a key leadership skill that leads to learning from one's own experiences, drawing conclusions, and shaping one's actions in the future with a sense of job satisfaction. At the same time, research in the field of leadership is insufficient on this topic. Therefore, this article aims to determine the significance of the self¬reflection competence of a leader for organizational commitment, well-being, and organizational performance, which can be a measure of good leadership. Design/methodology/approach: The research was conducted among 200 managers of Polish enterprises from October 2022 to January 2023. In this study, the online questionnaire and convenience sampling were used. Findings: The analysis results indicate a positive and significant impact of self-reflection competence on well-being, commitment, and organizational results, contributing to the development of a comprehensive approach to leadership. Research limitations: Firstly, the research sample is not large. Secondly, the study used a self¬reflection competence scale that included general statements about reflection. It was not asked how often the leader practices reflection and whether it concerns positive or negative aspects. Practical implications: Leaders in organizations should remember to practice reflections, which should not be an activity only in exceptional circumstances, but rather a part of the routine of everyday professional duties. Leaders should also engage employees in reflection practices, as collective reflection brings value to the organization. Originality/value: The significance of self-reflection competency contributes to theory and practice toward a comprehensive approach to leadership.