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Feedback-seeking occurs when one party (i.e., the seeker) attempts to obtain feedback from another party (i.e., the source). This study examines the influence of sources' personality on their attitudes about being sought for feedback by seekers. Specifically, this study focuses on sources' Big Five dimensions of personality and on their attitudes about being asked for feedback by their subordinates, coworkers, and supervisors. After developing scales to measure sources' attitudes, a survey was administered to full-time working managers in Canada. Results showed that extraversion was positively related to sources' attitudes about being sought for feedback by their coworkers and supervisors. Agreeableness was positively related to sources' attitudes about being sought for feedback by their subordinates. Openness to experience was positively related to sources' attitudes about being sought for feedback by their supervisors. The Big Five explained between 13% and 15% of the variance in sources' attitudes about being sought for feedback. Keywords: feedback-seeking, feedback, personality, Big Five, attitudes, managers, Feedback-seeking occurs when one party--the seeker--attempts to obtain feedback from another party--the source (Ashford and Cummings, 1983; Ashford et al., 2016). An example of feedback-seeking is a subordinate (i.e., seeker) [...]

This paper presents the results of research on the attitudes of Australian employees to three key aspects of management behaviour: workplace consultation, trust in managers and perceptions of fair treatment. It was found that managerial and non-managerial employees share quite high perceptions of trust, fairness and consultation; managerial employees have higher perceptions than non-managerial employees. Factors such as length of job tenure, age, size of establishment, form of employment, industry sector, union membership, opportunities to negotiate pay and conditions, as well as perceptions of job security and workplace safety risk were found to be linked to employee perceptions of management. A number of important implications for employers, trade unions and government policy-makers are highlighted., INTRODUCTION The discovery of large differences in the experience of and attitudes to work between workers and managers and owners, and the economic and social implications of this is a [...]

This article presents a concept and a measurement of managers' change-oriented behavior related to the initiation and implementation organizational change. It is argued that managers have an optimal potential for achieving organizational changes if they have the change-centered leadership style, are intuitive, recognize demands for change, and have power-motivated behavior. Public and private managers are significantly different in relation to change-oriented behavior based on data from 343 managers in two public organizations and one private. One result was unexpected: public managers are more change-oriented than managers in business organizations. As expected, there is no significant difference in change-oriented behavior among managers in public agencies. Possible explanations for these outcomes are presented.

A study to provide micro-foundations for the idea that a manager who brought a project into the firm controls that project is presented. Concentrated asset ownership, low-powered incentives, and centralized authority were described as typical characteristics of firms. The findings led to new perspectives on the firm as legal entity and on link between different views of the firm.

This article aims to find out whether there are behavioral differences between public and private sector managers. Two groups of public managers (managers of social insurance agencies and public school principals) and a group of private managers (two samples) are investigated. Behavioral dimensions are investigated including leadership style (task, relationship, and change orientation), decision-making style (the functions of sensing, intuition, thinking, and feeling), and motivation profile (achievement, affiliation, and power motivation). An analysis of data from 459 managers in four organizations in Sweden reveal significant differences in behavior between public and private managers. However, no significant differences in leadership behavior are discovered among public managers. Possible explanations for such differences and similarities are explored.

What are the attitudes of public managers who have had full-time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the 'new switcher,' whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.

The article examines how a code of conduct will re-legitimize management as a profession. Components of the code include vows to uphold laws governing business conduct and to prevent personal interests from superseding corporate interests.

A study from a cross-national perspective looks at the understanding of managers' traditional gender role attitudes to the workplace environment for women. A country institutional profile approach was taken and the results showed that the cognitive, normative and regulative components influenced managers' traditional gender role attitudes.

The article discusses the actual behavior of managers and professionals in the employment area. It is revealed that quasi-employment and informal employment that is prevalent in Russia has a very hard impact on people with higher education and people who are best trained and qualified.

The authors studied the effect of 3 modes of managerial influence (managerial oversight, ethical leadership, and abusive supervision) on counterproductivity, which was conceptualized as a unit-level outcome that reflects the existence of a variety of intentional and unintentional harmful employee behaviors in the unit. Counterproductivity was represented by an objective measure of food loss in a longitudinal study of 265 restaurants. After prior food loss and alternative explanations (e.g., turnover, training, neighborhood income) were controlled for, results indicated that managerial oversight anal abusive supervision significantly influenced counterproductivity in the following periods, whereas ethical leadership did not. Counterproductivity was also found to be negatively related to both restaurant profitability and customer satisfaction in the same period and to mediate indirect relationships between managerial influences and distal unit outcomes. Keywords: abusive supervision, ethical leadership, managerial oversight, counterproductivity

The authors tested the premise that family role commitment (i.e., marital role commitment, parental role commitment) has simultaneous negative and positive effects on managers' (N = 346) life satisfaction, career satisfaction, and performance through family-to-work interference and enhancement. The authors also explored whether psychological strain mediates the effects of interference and enhancement on outcomes. The authors expected family role commitment to reduce the favorability of outcomes by increasing interference. To the contrary, they found that neither marital nor parental role commitment was associated with increased interference. The authors expected family role commitment to improve outcomes by increasing enhancement. As expected, marital role commitment was associated with increased enhancement, which, in turn, seemed to reduce strain and strengthen outcomes. Parental role commitment was also associated with increased enhancement. However, parental role commitment had direct positive effects on outcomes that were more substantial than its indirect effects through enhancement. Overall, marital and parental role commitment had more benefits than costs. Keywords: family-to-work interference, family-to-work enhancement, family role commitment, managerial attitudes and performance, family-to-work enrichment

This study investigated the influence of feedback format (text versus numeric/normative) on leaders' reactions to 360 degree feedback received from bosses, direct reports, and peers. Leaders who received numeric/normative feedback reacted more favourably than those who received text feedback regardless of the source. The reactions recipients experienced following feedback were relevant to changes in their number of development needs compared pre- and post feedback. Those who reacted negatively had a larger number of development needs reported post feedback while those who had positive reactions showed fewer development needs post feedback. These findings suggest that, contrary to predictions of feedback intervention theory (FIT), feedback that provided scores and comparative information was reacted to more positively than text feedback that provided only self-relevant data. In addition, negative reactions to feedback were detrimental to future changes., The concept of 360 degree or multi-source feedback refers to a process whereby direct reports, peers, supervisors, and/or customers provide anonymous feedback to recipients about their performance in a number [...]

Researchers' continuing interest in values stems from the pervasive and important influence of personal values on attitudes and behavior (England 1967; England and Lee 1974; Rokeach 1968). This interest, which [...]

The impact of a company's estimated earnings on the managers' report of actual earnings is analyzed.

The relationship between management and organization is examined. The behavior and role of managers in an organization is discussed.

Considering the United Kingdom public service professionals, an analysis on the micro-politics of resistance and new public management is presented. Resistance is perceived as a set of actions and behaviours, as well as a reaction to repressive powers.

This commentary elaborates further upon the proposition that 'familiness' can serve as a unique advantage in family firms, contributing to more effective behavioral processes in top management teams of family [...]

The impact of the length of shareholder investment decisions on managerial behavior in corporate control transactions is examined.

We examine the trading strategies of mutual funds in emerging markets. We develop a method for disentangling the behavior of fund managers from that of underlying investors. For both managers and investors, we strongly reject the null hypothesis of no momentum trading: mutual funds systematically sell losers and buy winners. Selling current losers and buying current winners is stronger during crises, and equally strong for managers and investors. Selling past losers and buying past winners is stronger for managers. Managers and investors also practice contagion trading--they sell (buy) assets from one country when asset prices fall (rise) in another. Keywords: Mutual funds; Managers; Investors; Trading strategies; Emerging markets; Momentum; Feedback trading; Crisis; Contagion JEL classification: F3; G1; G2

An article from 1982 is reprinted that identifies common personal qualities shared by effective middle managers. These include discretion, persistence, persuasiveness, comfort with change, and thoroughness. Specific illustrations of these qualities are provided.

A unique characteristic of Japanese companies, which can be different from that of western firms, is that they have similar managerial behavior with other Japanese companies in the same industry. This hypothesis is examined by analyzing the historical events characterizing Japanese corporations behavior in the global market.

Within the postmodern and critical managerial communication and pedagogical literature, reflexivity has traditionally been conceptualized as an epistemological practice that emphasizes intellectual critique. Little attention has been given to how managers act reflexively in conversation with other organizational members. This study sampled managers who were trained from a communication perspective that emphasizes reflexive practice. The results suggest managers adopt a more relationally responsive approach to reflexivity within their conversational practice, which incorporates elements of intellectual critique. Three implications of a relationally responsive approach to reflexivity within managerial practice are highlighted: (1) reflexive practice should be viewed as a relational activity that highlights issues of situated judgment, timing, and rhythm within conversation, (2) reflexive practice emphasizes inclusive, respectful, and safe communication, and (3) reflexive practice is connected to empowerment. Keywords: Reflexivity; Management; Story; Affirmation; Multivocality

Three strategies that enable managers to operate independently and effectively are the ability to control and prioritize their tasks, the capability for generating resources to accomplish these tasks, and the skill to identify and exploit alternatives.

The article, a reprint from 1977, differentiates between managers and leaders, focusing on their approaches and attitudes. Topics include personality traits, conception of work, perception of goals, relations with others, and self-image.

Based on a case study of managers in a large, international knowledge-intensive company this article suggests a rethinking of leadership, taking the mundane, almost trivial, aspects of what managers/leaders actually do seriously. In the study, the managers interviewed emphasized the importance of listening and informal chatting. Managers listening to subordinates are assumed to have various positive effects, e.g. people feel more respected, visible and less anonymous, and included in teamwork. Rather than certain acts being significant in themselves, it is their being done by managers that gives them a special, emotional value beyond their everyday significance. Leadership is conceptualized as the extra-ordinarization of the mundane. KEYWORDS extra-ordinarization * knowledge-intensive firm * leadership management * mundane

An in-depth analysis of a regional network of service firms in the German insurance industry is made that provides new insights for managerial practice using the interplay between knowledge, trust, and control. The tensions and contradictions give ample opportunities for the network managers to prove their ability in a more reflexive management of trust-building processes.

ABSTRACT This paper is a summary of the results of an empirical study done on 295 managers in the last two years. The hypothesis of this study is to test [...]

ABSTRACT This study proposes that organizations should consider project hurdle rates, as part of their control system design, to reduce escalation of commitment behavior in managers. In particular, we empirically [...]

This paper examines the role of performance plans in mitigating managers' short-term decision orientation and risk-averse behavior. With capital expenditure levels as a proxy for long-term decision orientation, the study uses regression analysis to examine a period of eight years surrounding the adoption of a performance plan. The results indicate a greater post-adoption increase in capital expenditures for adopting than for non-adopting firms. Two moderating factors, investment opportunity set and internally generated cash, are found to be important; performance plans appear to align capital expenditures with the availability of investment opportunities and internal cash. Performance plan adoption decreases total and systematic risk, however, indicating that managers of adopting firms may become more risk-averse., Background The separation of ownership from management creates agency problems in corporations, as managers may not always act in the best interests of the stockholders. Two specific agency problems are [...]

Byline: Brian S. Young (1), Winfred Arthur (2), John Finch (2) Abstract: This study investigated the discriminant validity of cognitive ability, managerial potential, fear of negative evaluation, interaction anxiousness, and audience anxiousness as predictors of managerial performance. As hypothesized cognitive ability significantly predicted only thinking and knowledge criteria. However, managerial potential was significantly correlated with all the criteria. As predicted, fear of negative evaluation predicted thinking and knowledge criteria, interaction anxiousness, and audience anxiousness. In turn, as predicted, interaction anxiousness significantly predicted interpersonal behavior and audience anxiousness significantly predicted communication behavior. Managerial potential and fear of negative evaluation were the only two predictors that were significantly correlated with overall performance. Author Affiliation: (1) Utah Department of Workforce Services, 140 East 300 South, Salt Lake City, Utah, 84111 (2) Texas A&amp M University, USA Article History: Registration Date: 06/10/2004