This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Beehr, T. A. Articles by Gupta, N. Search for Related Content Social Bookmarking                         What's this?

Organizational Management Styles, Employee Supervisory Status, and Employee Responses

Central Michigan University

Nina Gupta

University of Arkansas

Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behaviors are more favorable in the organization with the more democratic formal managerial style than in the more traditional organization, but there is very little difference in the responses of the supervisors between the two environments. Future research directions are suggested that would further enhance our understanding of the potential impact of managerial styles on employee responses at different hierarchical levels.

Human Relations, Vol. 40, No. 1, 45-57 (1987)
DOI: 10.1177/001872678704000104


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				S. H. Packard and D. R. Kauppi Rehabilitation Agency Leadership Style: Impact on Subordinates' Job Satisfaction Rehabil Couns Bull, January 1, 1999; 43(1): 5 - 11. [Abstract] [PDF]