A HIERARCHICAL CONSTRUCT OF SELF-MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS

This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.     

THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS

A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability assessments, and salary. Data were collected from 247 subordinates and their managers and from company records. Structural equation modeling results indicated that influence tactics were related to managers' perceptions of subordinates' interpersonal skills, liking, and perceptions of similarity to subordinates. Specifically, subordinates' use of reasoning, assertiveness, and favor rendering were positively related to managers' perceptions whereas bargaining and self-promotion were negatively related to these perceptions. Finally, there was no support for direct relationships between influence tactics and HR decisions.     

Family Therapy Training in Clinical Psychology Programs

In a national questionnaire survey of graduate programs offering the Ph.D. or Psy.D. in clinical psychology, the status of family therapy training was examined. With a 79 per cent response rate (102 programs), the study found that 10 per cent of the nationwide faculty identified themselves as primarily family therapy oriented, 32 per cent of the programs had no family-oriented faculty members, 18 per cent of all psychotherapy courses were family therapy courses, and 21 per cent of the schools had no family therapy course. The ratings of the importance of providing students with family therapy training were found to be unrelated to the number of family therapy courses available but positively correlated with the percentage of family therapy courses within the total curriculum.     

An Effect Of Change In Patient Status On Marital Interaction

In the treatment of couples and families, even more so than of individuals, therapists invariably are forced to face the problem of assessment of change in the marital or family "system." The purpose of the present study was to investigate changes in marital interaction for a special population, that is, in which one member of each married pair had been, but was no longer, a hospitalized psychiatric patient. The primary question we addressed was whether changes in marital interaction could be amply detected and whether these changes could be attributed to the particular role shift that had occurred in one spouse--from "patient" to "nonpatient." Utilizing a technique called Interaction Testing, which the senior authors devised in 1960, we found that such alterations in marital interaction do indeed arise when one member of the couple moves out of a patient role and that our instrument is useful in elucidating the nature of such effects. In addition, it can be expected that a study of this kind will be of theoretical and methodological value in dealing with the general issues of problem-solving interaction in couples and families. The clinical aspect of the study may also be expected to stimulate useful thinking regarding family theapy in hospital settings, patient management, and aftercare.