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An experiment examined the relationship between authoritarianism and managerial assessment of a person designated as a medically controlled schizophrenic. Participants rated a male applicant on both a candidate appraisal form and an affective attitudes scale. Half the participants saw background information and a videotaped interview describing the applicant as having left work for 6 months to receive psychiatric treatment for schizophrenia. He now was taking medication and doing well. Half the participants received background and interview information indicating that the candidate was out of work for 6 months due to a business slowdown. Participants high in authoritarianism who viewed the candidate as schizophrenic gave lower candidate appraisal ratings ( p<.01) and expressed more negative affective attitudes ( p<.01) than did other participants. [ABSTRACT FROM AUTHOR]

Responses of male and female managers in state public human service organizations are analyzed to determine if perceptual differences exist concerning the competence of women as managers in these organizations depending on whether an individual has or has not been supervised by a woman. Significant differences were found in only one area: the motivation of women to manage. [ABSTRACT FROM AUTHOR]

This article presents information on an alternative questionnaire strategy for conducting cross-cultural research on managerial attitudes. Previous studies attempted to link managerial attitudes with levels of industrialization. Support for the position was reported in the developing countries of Argentina, Chile, and India where attitudes clustered despite assumed variations in culture. The limitations of that position can be found in scholar D.S. Pugh's discussion of technology theories of organization. There are difficulties in conducting research with a single questionnaire without specifying exactly how the level of industrialization and the broader domain of culture arc expected to influence the managerial attitudes. Such a research strategy offers little in the way of explanation or prediction. Use of a second questionnaire that focuses on cultural traditions outside the field of business vastly improves the potential for explanation and avoids the paradoxes that have resulted from the single questionnaire research strategy. These studies reported that managers do not have a strong belief in the individual's innate capacity for leadership and initiative, yet they do believe in sharing information and encouraging participation and self-control by subordinates.

Research into managerial jobs and behaviour has been appropriately criticized for being acontextual and atheoretical. Hales (1986) suggested that role theory could provide one suitable theoretical framework. This article assesses the merit of that suggestion and then develops it by proposing a theoretical model of the antecedents of a manager's impact on the expectations held by others that partially define the job. The analysis integrates research from the fields of managerial behaviour, leadership dyads, symbolic interactionism, and idiosyncratic jobs to produce a more comprehensive model of the determinants of 'expectation enactment' in managerial jobs. It brings an enactment or 'emergence' perspective to the field of managerial jobs and behaviour that is consistent with recent developments in other parts of the organizations and management studies literature. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]

This article explores the possibility that a leader behaves differently to different subordinates. Furthermore, a number of authors have suggested that it is an over-simplification to regard an effective leader as having a general unitary style of behavior. Supervisory styles are examined and analyzed according to intrapersonal and interpersonal differentiations. Results of the study have indicated that: (1) high Least-Preferred Co-worker (LPC) scoring supervisors are highly discriminating in judgments about their subordinates; and (2) a supervisor's differentiation moderates the behavior and the subordinate's rating of his own performance. Moreover, the failure to support the hypothesis is confronted with methodological problems: (1) self-ratings of performance were used; and (2) the rank-order correlations provide the basic data in the analysis are based upon only five people per group.

The question of how the events that lead a manager to participate in a training laboratory influence his initial set, his learning in the laboratory, and his subsequent behavior is a very interesting one, about which a number of assumptions exist. This issue has been discussed (see, for example, Schein & Bennis, 1965, Chaps. 15 & 11) and many assumptions have been advanced, but it seems not to have received much systematic attention. In this paper we will analyze and discuss data relating pre-laboratory expectations, laboratory involvement, and follow-up change efforts. The training laboratories studied were the first phase of an extensive organization development program in a large research and development organization (Zand, Steele & Zalkind, 1969). [ABSTRACT FROM AUTHOR]

The purpose of this paper was to review the research literature on the relationship between "Consideration," "Initiating Structure," and organizational criteria. The results show a predominance of low to moderate correlations, but almost all of a concurrent validity nature. There is as yet almost no evidence on the predictive validity of "Consideration" and "Initiating Structure" nor on the kinds of situational moderators which might affect such validity. [ABSTRACT FROM AUTHOR]

The article cites a study from the U.S. which sought to identify the personality traits of national labor union officials. The purpose of this study is to report on what the national union official thinks he has to put into his job in order to succeed. The researchers investigates national union and the psychological pressures it exercises on it leaders and administrators. This investigation provides evidence of a more systematic nature on national union officials' perceptions of particular personality traits in terms of their perceived importance for job success in national union jobs.