Structured observation of managerial work: a replication and synthesis

Article Abstract:

This study uses structured observation categories to investigate the relationship between managerial behaviour, performance, and environmental and demographic variables. We found significant differences in managerial behaviour related to environmental and demographic variables but not to performance. Our replication and synthesis of other studies generally supports earlier conclusions regarding the brief, varied, fragmented and interpersonal nature of managerial work. The results also point to the important relationship between the environment and managerial behaviour. Implications for managerial practice and research are discussed. (Reprinted by permission of the publisher.)

Executives

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Impression management: an observational study linking audience characteristics with verbal self-presentations

Article Abstract:

This study used direct observation to investigate the relationship between audience characteristics and the verbal self-presentational behaviors of 34 school principals. The results revealed that the principals presented themselves differently with high-and low-status, familiar and unfamiliar, and internal and external audiences. Differences in the principals' self-presentations during dyadic and group interactions were also observed. The implications of these findings for research on impression management behaviors and management theory are considered. (Reprinted by permission of the publisher.)

Self-presentation, Self presentation

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The leader-member attribution process

Article Abstract:

The literature regarding leader and member attributional responses is reviewed and an interactive attributional model is proposed. Combinations of leader and members attributions considered in conjunction with the literature on attributional biases suggest that, under some conditions, conflicting attributions may occur. Strategies for maintaining healthy and productive leader-member interactions are proposed and implications of the model for the wider context of leader-member relations are discussed. (Reprinted by permission of the publisher.)

Social aspects, Models, Management, Leadership, Executive ability, Social groups

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