The managerial couple: superior-subordinate relationships as a unit of analysis

Article Abstract:

Superior-subordinate relationships characterize hierarchical organizations and are responsible for the division of labor, delegation of work, and accountability. While these relationships facilitate an organization's ability to fulfill goals through efficiently multiplying effort, they create emotionally charged bonds of interdependency. Superiors and subordinates must face their feelings of dependency and vulnerability in order to create a successful working relationship. Organizational structure can hinder or foster the working relationship of supervisors and employees. Certain parameters of authority and accountability are necessary for successful superior-subordinate relationships, including a clear definition of roles and a well delineated distribution of shared responsibility within a rationally structured formal organization which has an enabling corporate culture.

Psychological aspects, Organizational behavior

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The effects of leader motivating language on subordinate performance and satisfaction

Article Abstract:

Sullivan's (1988) motivating language theory posits that strategic applications of leader oral communication positively influences the performance and job satisfaction of their subordinates. His hypotheses covered three types of motivating language, namely, direction-giving, sharing of feelings and explaining culture. To test his theory, a study was conducted, which involved 151 employees and 13 supervisors in the nursing staff of a major public health care facility. They completed a written questionnaire, which required subordinates to rate their supervisors' use of motivating language and their own level of job satisfaction while supervisors evaluated the job performance of their subordinates. Findings supported Sullivan's theory that superiors' application of motivating language have a beneficial effect on productivity and satisfaction.

Job satisfaction, Executive ability, Verbal ability, Labor productivity, Organizational communication

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A psychoanalytic attributional model for subordinate poor performance

Article Abstract:

Sometimes supervisors and subordinates have different perceptions concerning why subordinates may be performing poorly in the workplace. While poor performance typically leads to reduced productivity, another result may be reduced psychological well-being on the part of subordinates. An influenced convergence psychodynamic framework is suggested to demonstrate that negative psychological consequences can occur when managers blame subordinates for poor performance because of lack of ability or effort, and subordinates agree, even when ability and effort may not be related to poor performance results at all. A recommendation for avoiding attributional inaccuracy is to adopt educational programs to make managers aware of the way they influence subordinates and to provide managers with tools to reduce the influence.

Employee performance appraisals, Performance appraisals

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