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

Authors
  • Shipper, Frank1
  • White, Charles S.2
  • 1 Franklin P. Perdue School of Business, Salisbury State University, Department of Management, Salisbury, MaryLand, 21801 , Salisbury
  • 2 School of Business Administration, University of Tennessee-Chattanooga, Department of Management, Chattanooga, Tennessee, 37403-2598 , Chattanooga
Type
Published Article
Journal
Human Relations
Publisher
Kluwer Academic Publishers-Plenum Publishers
Publication Date
Jan 01, 1999
Volume
52
Issue
1
Pages
49–66
Identifiers
DOI: 10.1023/A:1016920416152
Source
Springer Nature
Keywords
License
Yellow

Abstract

The relationships among mastery and frequency ofmanagerial behaviors, and subunit effectiveness havefrequently been confused. This study investigates bothmain and interactive effects. The results show that the interaction effect can often be thestrongest effect and that increasing frequency withoutimproving mastery can sometimes be detrimental.Furthermore, these results offer a possible explanation as to why research of managerial behavior hasbeen so inconclusive. In addition, the results questionpopular advice given often to managers. Finally, somerecommendations are made as to how management development could be made more effective basedon the results of this study.

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