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Human Relations
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Mastery Frequency, and Interaction of Managerial Behaviors Relative to Subunit Effectiveness

Frank Shipper

Department of Management, Franklin P. Perdue School of Business, Salisbury State University, Salisbury, Maryland 21801, fnshipper{at}ssuedu

Charles S. White

Department of Management, School of Business Administration, University of Tennessee-Chattanooga, Chattanooga, Tennessee 37403-2598, swhite{at}utcdb0l.utc.edu

The relationships among mastery and frequency of managerial behaviors, and subunit effectiveness have frequently been confused. This study investigates both main and interactive effects. The results show that the interaction effect can often be the strongest effect and that increasing frequency without improving mastery can sometimes be detrimental. Furthermore, these results offer a possible explanation as to why research of managerial behavior has been so inconclusive. In addition, the results question popular advice given often to managers. Finally, some recommendations are made as to how management development could be made more effective based on the results of this study.

Key Words: management • performance • skills • mastery: frequency • development

Human Relations, Vol. 52, No. 1, 49-66 (1999)
DOI: 10.1177/001872679905200104
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Home page
 Journal of Leadership and Organizational StudiesHome page
F. Shipper
A Cross-Cultural, Multi-Dimensional, Nonlinear Examination of Managerial Skills and Effectiveness1
Journal of Leadership and Organizational Studies, January 1, 2004; 10(3): 91 - 103.
[Abstract] [PDF]