Showing papers on "Management styles published in 1969"
TL;DR: In this article, the effects of different patterns and degrees of openness in superior-subordinate communication on subordinate job satisfaction were investigated. But they did not consider the effect of different types of communication.
Abstract: The article presents a comment on an earlier article titled “Effects of Different Patterns and Degrees of Openness in Superior-Subordinate Communication on Subordinate Job Satisfaction” by R. Burke...
72 citations
01 Aug 1969
TL;DR: In this paper, the authors developed further the rationale for Fiedler's prediction that a task-oriented leader will tend to be more effective where the situation is either very favorable or very unfavorable for the leader to exert influence.
Abstract: The purpose of this paper is to develop further the rationale for Fiedler's prediction that a task-oriented (low LPC) leader will tend to be more effective where the situation is either very favorable or very unfavorable for the leader to exert influence and that a relations-oriented (high LPC) leader will tend to be more effective in situations intermediate in favorability. Specifically, this paper will attempt to clarify what the least preferred co-worker (LPC) score actually measures and will try to show how the behavior patterns of the two types of leaders differ.
9 citations
TL;DR: In this article, the authors look at individual managerial style as a business resource which must be skillfully allocated to assure that it is appropriately matched to existing buiness needs and market conditions.
Abstract: While many managerial appointments may seem incomprehensible to those uninvolved in the appointment decision, they often begin to make more sense when the managerial styles of the candidates considered for the appointment are taken into account. Individual managerial style should be looked upon as a business resource which must be skillfully allocated to assure that it is appropriately matched to existing buiness needs and market conditions. Developing a sharper conceptualization of the qualifications of a manager is the first step toward fully assessing and properly utilizing the available resources of managerial talent.
3 citations