EFFECTIVE SUPERVISORY BEHAVIOR: THE VIEW FROM SUBORDINATES AND SUPERIORS (OBSERVATIONAL MEASURE, LEADERSHIP)
Abstract
The relationships between ratings of supervisory effectiveness and the supervisory behaviors exhibited by managers were examined in this study. It was hypothesized that (1) managers considered effective by their superiors would spend more time checking on the work of others than managers considered by their superiors to be ineffective, (2) managers considered effective by their subordinates would spend more time giving positive feedback than managers considered by their subordinates to be ineffective, and (3) managers considered effective by their superior but ineffective by their subordinates would spend the most time checking up on the work of others. The supervisory behavior of 34 newspaper managers was observed, recorded, and categorized according to an operant based taxonomy and observational instrument. Ratings of the supervisory effectiveness of these managers were obtained from their superiors and subordinates. None of the hypotheses was supported. The reasons for the lack of support, specifically (1) significant methodological problems, (2) the intertwining of two separate research questions, and (3) a questionable theoretical basis, are discussed. Suggestions are made for potentially more productive future research.
Degree
Ph.D.
Subject Area
Occupational psychology
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