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Management styles
About: Management styles is a research topic. Over the lifetime, 2556 publications have been published within this topic receiving 93248 citations.
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TL;DR: In this article, the authors describe a trip around the world, where both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China.
Abstract: Executive Overview Management as the word is presently used is an American invention. In other parts of the world not only the practices but the entire concept of management may differ, and the theories needed to understand it, may deviate considerably from what is considered normal and desirable in the USA. The reader is invited on a trip around the world, and both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China. A model in which worldwide differences in national cultures are categorized according to five independent dimensions helps in explaining the differences in management found; although the situation in each country or region has unique characteristics that no model can account for. One practical application of the model is in demonstrating the relative position of the U.S. versus other parts of the...
2,588 citations
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01 May 1994
TL;DR: In this article, a self assessment of key managerial orientations is presented, including the managerial dilemma, the 9, 1 managerial style, the 1, 9 managerial style and the 5, 5 managerial style.
Abstract: Self assessment of key managerial orientations the managerial dilemma the 9,1 managerial style the 1,9 managerial style the 1,1 managerial style the 5,5 managerial style the 9,9 managerial style managerial facades mixed grid theories career accomplishment and managerial style analyzing personal managerial styles a 9,9 approach to organization development organization development and performance trends and practices of management.
1,960 citations
TL;DR: In this article, an organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers, which showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates.
Abstract: Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers' interpersonal orientations—toward supporting subordinates' self-determination versus controlling their behavior— were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates. To be self-determining means to experience a sense of choice in initiating and regulating one's own actions. Recent research linking self-determination to, enhanced creativity (Amabile, 1983), conceptual learning (Benware & Deci, 1984), self-esteem (Deci, Schwartz, Sheinman, & Ryan, 1981), and general well-being (Langer & Rodin, 1976) has stimulated psychologists to clarify the antecedent conditions that promote self-determination and to detail the relevance of self-determination to various applied settings. Concepts related to self-determination have been vigorously researched and discussed in the organizational literature for over a quarter century. Argyris (1957) and McGregor (1960), for example, stressed that organizational contexts providing workers the opportunity to satisfy their higher order needs (Maslow, 1943) promote effective performance. Furthermore, management styles (e.g., Likert, 1967; Marrow, Bowers, & Sea
1,857 citations
TL;DR: In this paper, the authors present examples from society in general, and from organizations in particular, of reward systems that "pay off" for one behavior even though the rewarder hopes dearly for another.
Abstract: Illustrations are presented from society in general, and from organizations in particular, of reward systems that “pay off” for one behavior even though the rewarder hopes dearly for another. Porti...
1,496 citations
TL;DR: In this paper, the authors develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning, taking a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system.
Abstract: Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.
1,245 citations