RUNNING HEAD: Managerial Behavior and Derailment in Nine EU Countries and US
Managerial Behavior Associated with Managerial Derailment
in the U.S. and Nine European Countries
Louis N. Quast
Hellervik/PDI Endowed Chair in Leadership and Adult Career Development,
Department of Organizational Leadership, Policy, and Development, and
Research Professor, Department of Educational Psychology
College of Education and Human Development University of Minnesota.
Room 330 Wulling Hall 86 Pleasant Street S.E., Minneapolis, MN 55455, USA.
Email: louquast@umn.edu
Joseph M. Wohkittel
Graduate Research Assistant, Department of Organizational Leadership, Policy, and
Development, College of Education and Human Development, University of Minnesota.
Room 330 Wulling Hall 86 Pleasant Street S.E., Minneapolis, MN 55455, USA.
Email: wohk0001@umn.edu
Bruce A. Center
Director, Office of Research Consultation and Services,
Department of Educational Psychology,
College of Education and Human Development, University of Minnesota.
Room 357 EdSciB
56 E. River Road, Minneapolis, MN 55455, USA.
Email: cente001@umn.edu
Chu-Ting Chung
Research Assistant, Department of Educational Psychology,
College of Education and Human Development, University of Minnesota.
Room 357 EdSciB
56 E. River Road, Minneapolis, MN 55455, USA.
Email: chung162@umn.edu
Bai Vue
Graduate Research Assistant, Department of Organizational Leadership, Policy, and
Development, College of Education and Human Development, University of Minnesota.
Room 330 Wulling Hall 86 Pleasant Street S.E., Minneapolis, MN 55455, USA.
Email: vuexx085@umn.edu
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
2
Managerial Behavior Associated with Managerial Derailment
in the U.S. and Six European Countries
Abstract
Business organizations make significant investments in developing their
managers. Despite this, some managers fail based on behaviors under their direct
control. This phenomenon of ‘managerial derailment’ is costly to both the individuals
involved and the organizations that employ them. Organizations attempt to address this
through management development initiatives, often including developmental tools such
as multisource feedback instruments. This study explores behaviors, as measured
using a multisource instrument, that are associated with predicted high risk of
managerial career derailment in Belgium, France, Germany, Italy, the Netherlands,
Spain, Sweden, Switzerland, and the United Kingdom, and compares those findings
with results observed in the United States. The behavioral data sample of 14,752
managers were obtained using The PROFILOR® for Managers, a multisource
instrument that collects behavioral ratings from supervisors, peers, and direct reports of
participants in leadership and management development programs. This study
identified a number of behaviors where low scores were strongly associated with
predicted risk of career derailment across many of the countries under consideration,
and separate lists of behaviors uniquely associated with predicted risk of derailment for
each of the countries in the study.
Keywords
Career derailment, management development, multisource feedback, multi-rater
feedback, leadership
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
3
1.1 Introduction
The term career derailment is used to describe incidents in which managers
identified early in their careers as ‘high-potential’ fail to hold their position in an
organization, resulting in their being fired, demoted, or placed in a staff job with no
advancement opportunity (Lombardo and McCauley 1988). Over the past thirty years,
scholars and practitioners have studied career derailment from a variety of
perspectives. However, the overwhelming majority of this research was conducted in
the United States (Hogan, Hogan, and Kaiser 2009) and the generalizability of the
results of this work is unknown. Recent research using multisource feedback to explore
managerial career derailment indicate that derailment patterns differ from one country to
the next (Quast, Center, Chung, Vue, and Wohkittel 2010). Previous research suggests
that managerial career derailment in the U.S. is similar to but different from patterns of
derailment observed in European countries (Gentry, Hannum, Ekelund, and de Jong
2007) but these findings tend to be limited in terms of scope and sample size. The
present study explores behavioral ratings associated with predicted risk of experiencing
managerial career derailment in nine European countries: Belgium, France, Germany,
Italy, the Netherlands, Spain, Sweden, Switzerland, and the United Kingdom. The
behaviors most associated with derailment in these countries are then compared to the
behaviors associated with derailment in the United States.
Previous studies have identified managerial career derailment as a pervasive
and costly problem in a variety of geographic locations both within and outside the
United States (e.g. Gentry, et al. 2007; Gentry, Yip, and Hannum 2010; Leslie and Van
Velsor 1996; Quast et al. 2010; Varela, and Premeaux 2008). The costs associated
with replacing a manager range from 70-200% of that individual’s annual salary
(Flaherty 2005; O'Connell and Kung 2007) and Human Resource Development (HRD)
practitioners are tasked with mitigating this problem, preserving careers and sparing
organizations the substantial costs associated with a derailed manager. Management
development initiatives appropriately focus on behaviors associated with managerial
effectiveness. In addition to that historic focus, knowledge of which behaviors are
associated with managerial career derailment within and across individual countries
would allow HRD practitioners, working globally, to identify managers who are likely to
derail and implement developmental strategies to prevent derailment from occurring.
However, the existing literature provides little guidance as to which specific behaviors
are associated with derailment within a given geographic location outside the United
States. The purpose of the study was two-fold: first, to provide epidemiological
evidence of the behaviors associated with derailment in European countries in order to
inform and augment ongoing HRD and management development practice in a useful
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
4
way; second, to expand existing derailment research conducted in the U.S. and Asia to
include European geographic locations.
The current study extended the work of Quast et al., 2010 to understand the
behaviors associated with predicted risk of managerial derailment in nine European
countries. Quast, et al. (2010) examined managerial behaviors associated with the
predicted risk of derailment in the United States and five Asian countries. This study
found both (a) recurring behaviors associated with derailment across multiple countries
and (b) unique behaviors associated with derailment within specific individual countries.
The research question for this study is:
What are the behaviors associated with high predicted risk of managerial career
derailment among managers in nine European countries and the U.S.?
2.1 Literature Review
Much of what is known about career derailment stems from research conducted
in the United States by McCall and Lombardo (1983) and the Center for Creative
Leadership. In this study and the line of research it spawned (e.g. Lombardo and
McCauley 1988), executives were interviewed regarding employees who had derailed,
resulting in the identification of five broad categories of behavior associated with
derailment (e.g. problems with interpersonal relationships; difficulty leading a team).
Subsequent research found support for this model across gender (Morrison, White, and
Van Velsor 1987) and levels of management (Lombardo, Ruderman, and McCauley
1988). However, a limitation of these clusters is that they cannot be broken down into
specific behaviors, making it difficult to observe their occurrence in applied practice.
Van Velsor and Leslie (1995) and Leslie and Van Velsor (1996) explored derailment
outside the United States in an attempt to find cross-cultural support for the model
mentioned above. Their findings suggested executive derailment in European countries
was associated with four of the five factors observed in the United States: the inability to
develop strong working relationships, the inability to adapt to change, and the inability to
build and lead a team. Van Velsor and Leslie (1995) concluded that “the enduring
themes in derailment factors… are consistent for both European and American
derailers” (p.69). Since these studies, little research has compared behaviors
associated with derailment in European countries to derailment behaviors in the U.S.
Rather, cross-cultural derailment research has tended to focus on expatriates (e.g.
McCall and Hollenbeck, 2002) whereas the present study excludes this demographic.
Using a different approach to derailment, Einarsen, Aasland, and Skogsted
(2007) concluded that derailment might be associated with the absence of constructive
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
5
organizational behaviors and/or the presence of destructive organizational behaviors.
The items examined in this study map only the domain of constructive organizational
behaviors. As a result, any specific behaviors identified in this study will always appear
as an inverse relationship: low scores on these behaviors are more likely to be
associated with career derailment.
Multisource feedback is a common component of management development
initiatives (Fleenor, Smither, Atwater, Braddy, and Sturm 2010) and has been used to
predict managerial derailment in the United States (Hogan et al. 2009) and other
geographic locations including Asia (Quast et al., 2010; Quast, Wohkittel, Chung, and
Center 2011) and Europe (Gentry et. al, 2007). However, existing multisource feedbackbased derailment research explores neither the behaviors associated with derailment
across Europe nor those unique to specific countries. Using large behavioral data
samples drawn from nine European countries, this study was able to explore behaviors
observed in relationship to predictions of managerial career derailment risk at a more
granular level as described here.
3.1 Method
Archival data collected using a multisource feedback instrument were
investigated in this study. Responses were collected from 79,410 individuals in
managerial roles, as well as their supervisors, peers, and direct reports, as a part of the
individuals’ participation in various managerial development initiatives sponsored by
their respective employers. This study used only that data collected from the direct
supervisors of the participants for all analyses described below. Data collection
occurred between 2003 and 2008, and participants signed consent forms allowing their
data to be used in aggregate for research.
3.2 Participants
The overall data set from which samples used in this study were drawn consisted
of 14,752 managers (expatriates and cases with missing data were removed). The U.S.
based sample contained 12,275 participants (83%) and the European sample 2,477
participants (17%). The mean age for the overall sample was 41.7 years. All managers
were employed by mid- to large-sized organizations at the time they participated in the
multisource feedback process.
3.3 Instrument
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
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The PROFILOR® for Managers (PDI Ninth House 2004) is a well-researched
multisource feedback instrument. The PROFILOR® for Managers contains 135
behavioral items rated on a 5-point Likert-type scale. This instrument was used to
gather the managerial behavior data used in this study from participants and their
supervisors. The median internal consistency reliabilities were 0.75 for self-ratings and
0.83 for supervisor ratings (Hezlett, Ronnkvist, Holt, and Hazucha 2006).
Individuals’ likelihood of derailing was measured using the following question:
what is this person’s risk of experiencing career difficulty due to factors under his/her
personal control? This question served as the dependent variable in this study and was
answered only by the ratee’s supervisor (PDI Ninth House 2004).
3.4 Procedure
The dependent variable, supervisor’s predictions of participants’ risk of career
derailment, was scored using a 5-point Likert-type scale ranging from 1 = little to no risk,
2 = slight risk, 3 = moderate risk, 4 = high risk, 5 = very high risk. Scores of 3 were
eliminated because they were considered ambiguous. The remaining scores were
dichotomized into (1, 2): unlikely to derail and (4, 5): likely to derail. Previous research
suggests that supervisors’ predictions of an individual’s likelihood of experiencing career
derailment and the actual occurrence of derailment are generally accurate (Lombardo
and McCauley 1988).
The independent variables in this study were the 135 behavioral items in the
PROFILOR® for Managers. Logistic regressions were used to determine which
independent variables to include in the derailment model for each country. Cases with
missing data on any of the variables examined in this study were dropped prior to
analyzing the data.
Each model was chosen using a multi-step process. First, stepwise logistic
regressions were applied separately to the U.S. and the nine European countries
combined, choosing the best non-spurious predictors for the U.S. and for Europe.
Overall, all the PROFILOR® behaviors were negatively correlated with risk of derailment.
It is the absence of these ‘constructive’ behaviors that was associated with increased
prediction of managerial career derailment risk. When conducting the stepwise logistic
regressions, any predictor behavior showing a positive coefficient was deemed spurious
and eliminated from further consideration.
Second, the career derailment variable was regressed onto the 135 behavioral
items from the PROFILOR®. Forward stepwise logistic regressions were run separately
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
7
for each country. Finally, stepwise regressions were run in stages to identify unique
behaviors associated with derailment for each of the nine European countries and the
U.S.
Overall, there is a moderate level of correlation among all the behavioral
variables in this study (r = .37). This is to be expected, as each variable is drawn from
the same general domain of effective managerial behaviors. In order to obtain a model
that was both highly predictive and parsimonious, this multi-step process was used to
reduce the set of possible independent variables from 135 behaviors to sets of 11
behaviors for step one and 31 behaviors for step two of the analysis.
4.1 Results
The results of this study revealed that there were parsimonious lists of behaviors
associated with high risk of managerial career derailment in all of the countries
examined (see Table 1). Nagelkerke’s Pseudo R2 suggested that the behaviors
identified for those countries are useful indicators of risk of derailment. It is important to
note that in all cases, low ratings from supervisors on these behaviors were positively
correlated with predicted risk of derailment.
Table 1. Managerial behaviors associated with derailment and pseudo R2 by country
(Note: Low ratings of these behaviors are associated with high prediction of derailment.)
Country
Pseudo R2
Belgium
n=211
0.510
Develops effective working relationships with peers
Works constructively under stress and pressure*
Conveys trust in people's competence to do their jobs*
Knows when to supervise and coach people and when to leave them
on their own*
France
n=274
0.494
Has the confidence and trust of others
Empowers others with the authority necessary to accomplish their
objectives*
Prepares realistic estimates of budget, staff, and other resources*
Identifies specific action steps and accountabilities*
Germany
n=366
0.274
Creates an environment where people work their best
Drives hard on the right issues
Treats people with respect*
Predictor Behaviors (p < .05)
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
Italy
n=121
0.421
8
Has the confidence and trust of others
Demonstrates awareness of own strengths and weaknesses
Netherlands 0.433
n=146
Has the confidence and trust of others
Adapts behavior in response to feedback and experience
Addresses and works to resolve conflict*
Spain
n=111
0.678
Demonstrates awareness of own strengths and weaknesses
Drives hard on the right issues
Sweden
n=174
0.812
Creates an environment where people work their best
Expresses disagreement tactfully and sensitively
Coordinates work with other groups*
Links the team's mission to that of the broader organization*
Switzerland
n=75
0.806
Has the confidence and trust of others
United
Kingdom
n=999
0.393
Has the confidence and trust of others
Develops effective working relationships with higher management
Adapts behavior in response to feedback and experience
Analyzes problems from different points of view*
Sets up needed systems and structures to support changes*
Coaches others in the development of their skills*
United
States
n=12,275
0.473
Creates an environment where people work their best
Expresses disagreement tactfully and sensitively
Develops effective working relationships with peers
Has the confidence and trust of others
Demonstrates awareness of own strengths and weaknesses
Develops effective working relationships with higher management
Adapts behavior in response to feedback and experience
* denotes behaviors unique to individual country
Overall, there were eight behaviors identified where low ratings were associated
with derailment in more than one country. These behaviors were referred to as
recurring behaviors. First, creates an environment where people work their best was
noted in Germany, Sweden, and the United States. Second, expresses disagreement
tactfully and sensitively was noted in Sweden and the United States. Third, develops
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
9
effective working relationships with peers was noted in Belgium, and the United States.
Fourth, has the trust and confidence of others, the behavior found most frequently
across the countries in this study, was noted in France, Italy, the Netherlands,
Switzerland, the United Kingdom, and The United States. Fifth, demonstrates
awareness of own strengths and weaknesses was noted in Italy, Spain, and the United
States. Sixth, develops effective working relationships with higher management was
noted in the United Kingdom and the United States. Seventh, adapts behavior in
response to feedback given, was noted in the Netherlands, the United Kingdom, and
The United States. The eighth and last recurring behavior noted was drives hard on the
right issues. This behavior was noted in Germany and Spain only. It was the only
recurring behavior that was not a significant predictor of derailment risk in the United
States.
Other behaviors were identified that were associated with derailment in only one
country. These behaviors were referred to as unique behaviors. The greatest numbers
of unique behaviors were noted in Belgium, France, and the United Kingdom
respectively. In Belgium, unique the behaviors noted were: works constructively under
stress and pressure; conveys trust in people's competence to do their jobs; and knows
when to supervise and coach people and when to leave them on their own. In France,
the unique behaviors noted were: empowers others with the authority necessary to
accomplish their objectives; prepares realistic estimates of budget, staff, and other
resources; and identifies specific action steps and accountabilities. In The United
Kingdom, the unique behaviors noted were: analyzes problems from different points of
view; sets up needed systems and structures to support changes: and coaches others
in the development of their skills.
Two unique behaviors were noted in Sweden: coordinates work with other
groups; and links the team's mission to that of the broader organization. One unique
behavior was noted in Germany: treats people with respect. One unique behavior was
also noted in the Netherlands: addresses and works to resolve conflict.
The strength of the relationship between low ratings on the behaviors listed and
predicted risk of derailment varied by country. The strongest relationship noted was in
Sweden (R2 = .812). The weakest relationship noted was in Germany (R2 = .274). The
relationship between the behaviors and predicted derailment in other countries
examined in this study were as follows: Belgium (R2 = .510), France (R2 = .494), Italy,
(R2 = .421), the Netherlands (R2 = .433), Spain, (R2 = .678), Switzerland, (R2 = .806), the
United Kingdom (R2 = .393), and the United States (R2 = .473). It should be noted that
high Pseudo R2 values observed in countries where a somewhat lower sample size was
obtained (e.g. Switzerland) may reflect a lack of variance in the dependent variable.
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
10
The frequency distribution of the dichotomized dependent variable (risk of
experiencing career derailment) is given in Table 2 below.
Table 2. Derailment risk (Low, High) x Country
Country
Low risk (n)
Belgium
318 (93%)
France
390 (90%)
Germany
547 (91%)
Italy
160 (81%)
Netherlands
204 (89%)
Spain
137 (95%)
Sweden
226 (95%)
Switzerland
132 (85%)
United Kingdom
1363(91%)
United States
15,423 (92%)
Total
18,900 (92%)
High risk (n)
24 (7%)
45 (10%)
55 (9%)
38 (19%)
26 (11%)
7 (5%)
12 (5%)
23 (15%)
137 (9%)
1359 (8%)
1726 (8%)
First, it should be noted that the sample sizes listed in table 2 are larger than those
listed in table 2. This is because all cases are considered in table 2, whereas cases
with missing data were removed for the analyses that produced table 1. That stated,
the mean frequency of being rated as at risk for career derailment was 8%, the same
frequency observed in the United States. This is not surprising since data from the U.S.
comprises 80% of the overall sample. Managers in Italy (19%) and Switzerland (15%)
were more likely to be seen more at-risk for career derailment than managers in the
other explored countries. Managers in Spain (5%) and Sweden (5%) were less likely to
be seen as at-risk for career derailment than managers in the other explored countries.
5.1 Discussion
Consistent with Quast et al. (2010), this study identified a parsimonious set of
behaviors from the PROFILOR® for Managers in nine European countries and the U.S.
In each case, low ratings on behaviors associated with managerial effectiveness were
associated with predictions of high risk of career derailment. There were several
recurring behaviors associated with high derailment risk in multiple countries as well as
unique behaviors associated with derailment only in one country. The Nagelkerke’s
Pseudo R2 value for each country indicates the strength of the relationship between the
behaviors listed and predicted risk of derailment. Although there is some variability in
the size of the R2 values obtained across countries, each is sufficient to suggest that the
behaviors identified in each country examined are useful in predicting risk of managerial
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
11
derailment within that country, and thus may have prescriptive utility in designing
management development and coaching interventions for managers working in each of
the countries studied here.
Several general patterns were noted among the behaviors associated with
derailment across the countries explored in this study. First, in each country, low scores
on behaviors associated with interpersonal relationships were associated with predicted
derailment risk (e.g. has the trust confidence and trust of others, develops effective
working relationships with peers and/or higher management). This observation is
consistent with the bulk of previous U.S.-based derailment research (e.g. McCall and
Lombardo 1983) and research on derailment in Asia (Quast et al. 2010). In fact, has
the trust confidence and trust of others was the only significant predictor of derailment in
Switzerland and explained 80.6% of the variance in derailment risk. Part of this
relationship may be attributed to the comparatively small sample size for Switzerland
(n=75), yet the relationship is still noteworthy when considered in light of patterns
observed across a number of countries. Second, low self-awareness and low selfinsight seem to be associated with increased risk of derailment as demonstrates
awareness of own strengths and weaknesses and adapts behavior in response to
feedback were both reoccurring behaviors. This is consistent with emerging research
on career derailment (Lee, 2012; Quast, Center, Chung, Wohkittel, and Vue 2011).
Additionally, task-oriented behaviors, such as drives hard on the right issues were noted
in some countries (e.g. Belgium and Germany) but not others (e.g. Italy and the United
States).
Interpreting patterns within the lists for each country was more difficult. For
example, the R2 value observed in Germany (.274) was relatively low despite a
comparatively modest sample size and the presence of three significant predictor
behaviors. The data suggest that geographical differences in derailment do exist.
However, the archival data used in this study do not tell us why these differences exist.
It is reasonable to suspect that cultural factors may explain part of these differences, but
this assumption could not be tested using the data available for this study.
5.2 Limitations of this study
Several factors imposed limitations on this study. The first of these was the use
of archival data, which limited the nature of questions which could be asked. Second,
multicollinearity among the independent variables and a large number of independent
variables necessitated the use of a logistic regression procedure that is less stable than
linear regression. However, this procedure produced results that are statistically
significant, meaningful, and useful whereas linear regression would have been less
RUNNING HEAD: Derailment in Nine E.U. Countries and The U.S.
12
fruitful in producing results with the aforementioned properties. Third, the sample size
available for some countries was less than desirable given the large number of
independent variables. Results obtained in countries with low sample sizes, specifically
Italy, Spain, and Switzerland may be less reliable than those obtained for the other
countries. Finally, almost all individuals whose data were examined in this study were
employed by mid- to large-sized organizations. The conclusions reached in this study
may provide generalizable guidance for other organizations of similar size. As for small
organizations and start-ups, at this time there is no evidence that these data provide
any guidance whatsoever.
5.3 Future Directions
This study suggests that future research on managerial career derailment is
needed in several areas. Attempts should be made to explore connections between
culture, behavior, and career derailment. Cultural influences on derailment should be
explored at both the organization and geographic/national level.
Additionally,
practitioners would benefit from studies designed to test the efficacy of derailment
prevention interventions designed to target and improve the behaviors identified in this
study. Furthermore, additional research is needed exploring derailment in regions that
have previously received little attention such as Africa, the Middle East, Oceana, and
South America.
5.4 Conclusions
This study informs Human Resource Development (HRD) and management
development practices in mid- to large-sized organizations. In addition to managementdevelopment strategies built around competencies associated with success, HRD
professionals may be well served to use the results of this study to help their clients
identify and develop those behaviors where low ratings are associated with risk of
career derailment. This will assist both managers and organizations to avoid costly and
painful derailment consequences.
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