Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback‐seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback‐seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance‐enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression‐management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.     

The Effect of Vertical Exchange Relationships on the Performance Attributions and Subsequent Actions of Sales Managers

This study examines the type of relationship that exists between the sales manager and subordinate (vertical exchange status), and its impact on the sales manager's attributions about the subordinate performance, as well as subsequent responses to the subordinate. Results indicate that cadres may receive preferential consideration in explaining their performance, which then impacts the sales manager's response to the salesperson. The findings imply that sales managers should be careful in assigning attributions for performance by both cadre and hired hand salespersons.     

Male and female managers' ability to read emotions: Relationships with supervisor's performance ratings and subordinates' satisfaction ratings

The present study examines the direct and indirect effect of managers' accuracy in ‘reading’ non‐verbal emotional expressions and their supervisors' performance ratings and subordinates' satisfaction with the manager. Data from working managers and their supervisors and subordinates were used to test the study's hypotheses. Although managers' accuracy was not directly related to others' ratings, a significant interactive effect was found: Female but not male managers who more accurately perceived non‐verbal emotional expressions received higher performance ratings from their supervisor and higher satisfaction ratings from their subordinates, perhaps due to gender stereotypes prescribing emotional sensitivity to female managers. Furthermore, how managers used emotional information to enhance subordinates' satisfaction varied for female and male managers. Results suggested that male managers who were more accurate at emotion perception received higher satisfaction ratings if they used the information to be more persuasive, whereas more emotionally perceptive female managers received higher satisfaction ratings when they demonstrated more supportiveness.     

Do Subordinates Formulate an Impression of their Manager's Implicit Person Theory?

Implicit person theory (IPT) is characterised by the belief that specific attributes of people are generally either more static (i.e. entity beliefs) or more malleable (i.e. incremental beliefs). Within the organisational sciences literature, past IPT research has focused on the impact of managers' IPT beliefs on their own behaviours. The current research advances the extant literature by presenting two empirical studies that assess whether subordinates formulate an impression of their manager's IPT. The results are consistent with subordinates forming such an impression, as subordinates working under the same manager generally agreed on their manager's IPT. Moreover, our results support the convergent validity (e.g. with job satisfaction, turnover intention) and the discriminant validity (e.g. with transformational leadership, subordinates' own IPT perception) of the subordinates' impressions of their manager's IPT. The theoretical and practical implications of the current research, and future directions regarding cross‐cultural differences related to IPT impression, are discussed.     

Neosexism Among Male Managers: Is It a Matter of Numbers?1

In the last 2 decades, the number of women entering the managerial field has increased. However, this increase has not been equally distributed at all levels. The interest of this study lies in understanding how this sudden surge of women in managerial fields and their unequal distribution across levels are associated with men's reactions toward women. Do men feel threatened by the introduction of women as their coworkers, and if so does this change trigger prejudicial views of women? In all, 123 male managers employed in a Canadian federal agency participated in this study. According to the final path model, as the estimate of the representation of female managers increases, so does male managers' feeling of threat. Feeling threatened along with the estimate of an increase of new female recruits is linked to heightened neosexist views. In turn, neosexism is related to a pro-male bias in the evaluation of women's and men's competence. Additionally, neosexism is negatively associated with men's willingness to support women. Theoretical as well as practical implications of results are discussed.     

Risk and rationality: the influence of decision domain and perceived outcome control on managers' high‐risk decisions

The issue of when managers will undertake different forms and amounts of risk in their new business creation decisions is still not fully understood. To address one facet of this issue, this paper advances the proposition that decision domain and perceived outcome control interact to impact managers' new‐product introduction decisions. Employing a causal method, a nested experimental design and indicators of risk's probability of loss and magnitude of loss elements, the study's results demonstrate that the manager's level of perceived outcome control combines with decision domain to determine subsequent levels of risk taking that are specific to each element of risk. Implications for theory, including prospect theory, and practice, especially firms wanting to pursue today's high‐risk new‐economy based initiatives, are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Employee reactions to supervision and work evaluation as a function of subordinate and manager sex

The influence of sex of manager and sex of subordinate on subordinates' reactions to supervision and work evaluation was examined. Attitude data from 463 office employees were analyzed within an ANOVA framework. There were 296 female subordinates and 35 male subordinates working under women managers and 111 female subordinates and 21 males subordinates working under men managers. The hypothesized interaction effect for sex of manager and sex of subordinate on reactions to supervision and work evaluation was supported in only one of four tests. Male subordinates working for male managers were least likely to understand how their performance was evaluated. There were no significant results when subordinate ratings of general supervision, performance ratings, and manager favoritism were used as dependent variables. The results are discussed in terms of sex-role stereotypes and actual job behaviors of men and women managers.     

Perceptions of Gender Stereotypic Behavior: An Exploratory Study of Women in Selling

This study explores sales managers' perceptions of the relationship between saleswomen's stereotypic behavior and their functional effectiveness in selling. The results show that sales managers do perceive negative stereotypic behavior to have some deleterious associations with performance. Moreover, sales managers' knowledge of the sex role identities of saleswomen is helpful to them in recognizing those saleswomen who are least likely to be perceived stereotypically.     

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle‐down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct‐report, and self‐ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.     

Nonverbal Behaviors and Perceptions of Sexual Intentions: Effects of Sexual Connotativeness,Verbal response,and Rape Outcome

Through the exchange of nonverbal and verbal behaviors, a man and a woman on a date negotiate situated identities. However, a woman's nonverbal and verbal behaviors may reflect an identity discrepant from the one she intended to project, leading to miscommunication between men and women regarding the woman's desire for sexual activity. In Experiment 1, subjects read scenarios in which a woman, Mary, engaged in behaviors that were low, moderate, or high in the degree to which they connotated a desire for sex. In addition, they learned that Mary responded to her date's sexual advances either by saying "no," or by slapping him, or they received no information regarding Mary's verbal response. Subjects were also informed that Mary's date either did or did not force her to have sexual intercourse. Subjects perceived Mary more sexually as her behaviors increased in sexual connotation. In addition, they perceived that Mary desired sex more when no information about her verbal response was provided than when she resisted her date's sexual advances. Subjects also rated the woman more negatively when her nonverbal behaviors were incongruent with her responses to her dale's sexual advances. Contrary to previous research, little evidence of victim derogation was obtained. Results from Experiment 2 showed that men and women agreed in their perceptions of a woman whose behaviors connoted a high interest in sex, but that men perceived behaviors low in sexual connotation ore sexually than women. Implications of the data for understanding sexual miscommunication between men and women as well as reactions to rape victims are examined.     

Sources of Managers' Knowledge of Organizational Capabilities

In order to compete successfully in an industry, managers in organizations need to learn about emerging best practices and to implement them in their units. An essential part of this learning process is the development of an understanding of the current capabilities of the organization by its managers. We addressed the question of how managers' assessments of their organization's capabilities, which we call organizational self-knowledge, are affected by their exposure to relational and nonrelational sources of information. We developed hypotheses about the relationship between managers' exposure to different “learning channels” for both their individual depth of understanding of specific areas of practice and for their assessments of their organization's capabilities, which together contribute to organizational self-knowledge. We tested these hypotheses through a survey of 128 store managers in the retail food industry. The results showed that exposure to internal sources of information, both relational and nonrelational, as well as to external relational sources of information, is positively related to self-knowledge. Interestingly, the monitoring of external nonrelational sources of information was found to have no bearing on managers' assessments of their organization's capabilities. Our results counter common-sense beliefs and prior research that suggest that external nonrelational sources of information are an important input in assessing and building organizational capabilities.     

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.     

Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

Two for the Price of One: Assessment Center Training to Focus on Behaviors Can Transfer to Performance Appraisals

The purpose of this study was to evaluate whether the training and experience of assessors to record behaviors as part of an actual organizational assessment center (AC) would transfer to another context: performance appraisals. Specifically, we examined the effects of transfer of training on managers' behavioral specificity in comments on performance evaluations. Performance appraisal comments from managers who had received training and participated as an assessor and from managers who had not were compared. Analyses revealed significant differences between managers who were trained as assessors compared with managers who were not, suggesting transfer of training effects. Results provide the first empirical evidence for an added benefit of AC assessor participation and training.     

Intrinsic motivation a key enabler of African managers’ cultural intelligence

This study sought to determine manager's intrinsic motivation to engage multiculturally in the workplace as the managers varied by demographic background. Participants were a convenience sample of managers on supervisory level, middle level and senior level (n=550; Male 54.9%; Black ethnicity 64.4%). They completed the Motivational Scale of the Managerial Cultural Intelligence Measure. The data were analysed by means analysis of variance procedures to determine workforce diversity ability by managerial level and other demographics. The results showed a managerial level effect in that senior managers were significantly more motivated to get information about other cultures in the work group compared to middle managers and supervisors. Supervisors were significantly more willing to change their views of other cultures with learning as compared to senior managers and middle managers. Generally, managers with a shorter employment history are more motivated to engage with multi-cultural groups compared to those with a longer service history. Managers’ motivation to engage multi-culturally would enhance their competence in working with a diverse workforce and thereby embracing true democracy in the workplace.     

Effective global management: Established constructs and novel contexts

While there is a growing literature on global managers, most studies in this area have not built upon the wealth of existing knowledge in the field of management development. This study examines if established theoretical constructs will account for managerial performance in complex global jobs and investigates the utility of each of these approaches. Boss performance ratings were correlated with manager's self-ratings on measures of personality, role skill, learning capability, business knowledge, and international experiences for 194 managers--half with global responsibilities and half with domestic responsibilities. Skill in the roles of leader and decision maker were significantly related to performance ratings for managers in high and low global complexity jobs. Learning skills, additional role skills, and international business knowledge were uniquely, albeit modestly, related to performance ratings for managers in globally complex jobs. A development framework is proposed that integrates the various theoretical constructs. Specifically, personality and international experience are considered as antecedent to skill rather than as predictors of global performance. Financial resources are not the problem. We have the money, products, and position to be a dominant global player. What we lack are the human resources. We just don't have enough people with the needed global leadership capabilities.     

Predicting employees' satisfaction and burnout from managers' attachment and caregiving orientations

In recent years, there have been initial attempts to apply attachment theory to account for leader–follower relationships and leaders' contribution to followers' performance. Drawing on this theoretical framework, we examined the relationships between managers' attachment orientations and subordinates' job satisfaction and burnout. Data were collected from 85 work groups from 71 organizations consisting of 483 subordinates and their 85 direct managers from a variety of job roles. Hierarchical linear modelling analyses indicated that managers' attachment insecurities predicted higher job burnout and lower job satisfaction among subordinates, and that ineffective caring orientation of the managers mediated these links. Findings further showed that subordinates' attachment insecurities were associated with burnout and job dissatisfaction. Implications for leadership research and for the design of organizational intervention as well as future research directions are discussed.     

Solidarity in STEM: How Gender Composition Affects Women’s Experience in Work Teams

The relationships among the percentage of women in a team and women’s sense of team identification and collective efficacy as well as team performance was examined. We explored these relationships in a sample of student teams conducting a semester-long social science research project within the context of science and technology-focused university. Findings with 95 U.S. college students (43 women) show that women experience higher team identification and collective efficacy as the percent of women teammates increases. Additionally, women’s team identification and collective efficacy mediate the relationship between the percentage of women on the team and overall team performance. Interestingly, the number of men on the team did not influence men’s sense of team identification, collective efficacy, or team performance. This research has implications for team composition. Specifically, when navigating diversity in teams, managers and leaders should aim to build teams that are composed of multiple women versus an approach that divides women up among various teams. In doing so, managers can better secure conditions for the development of positive teamwork experiences and, ultimately, performance.