Expectations and reality: What you want is not always what you get

Authors: Arlene Garces-Ozanne and Trudy Sullivan, University of Otago

Summary:  A total of 196 first year Principles of Economics I students participated in a study examining how students’ expectations about their course and grades are related to the grades they actually receive. We empirically test whether there is a significant difference between the students’ grade expectations and the actual grades they receive, and examine what factors contribute to this difference. In particular, we examine how much students’ expectations about their grades are conditioned by specific student characteristics, as well as by their attitude/behaviour over the semester. We hypothesise that students, like many from Generation Y, often make confident but also false predictions about their ability, but as reality sets in, they modify their behaviour accordingly and set more reasonable, realistic expectations to achieve their desired goals. We find that they are indeed over-optimistic, but there appears to be a gap between their optimism and actual performance.

Keywords: Gen Y, undergraduate students, expectations, optimism, behaviour, grades

 

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This article is part of AJAL, Volume 54_2. The entire volume is available in .pdf for purchase here.

A competency approach to developing leaders – is this approach effective?

Author/s: Patricia Richards

Edition: Volume 48, Number 1, April 2008

Summary: This paper examines the underlying assumptions that competency based frameworks are based upon in relation to leadership development. It examines the impetus for this framework becoming the prevailing theoretical base for developing leaders and tracks the historical path to this phenomenon. Research suggests that a competency-based framework may not be the most appropriate tool in leadership development across many organisations, despite the existence of these tools in those organisations, and reasons for this are offered. Varying approaches to developing effective leaders are considered and it is suggested that leading is complex as it requires both competencies and qualities in order for a person to be an effective leader. It is argued that behaviourally-based competencies only cater to a specific part of the equation when they relate to leadership development.

Keywords: competency, frameworks, leadership, behaviour

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