Suchergebnisse

This article examines the quality of vertical exchanges involving 171 managers and their bosses. All of the managers work at middle or upper levels in 48 American corporations. Hierarchical multiple regressions corroborate the hypothesis that quality of vertical exchange exhibits a strong positive relationship with organizational commitment, and this relationship persists even after controlling for four situational variables. The article advances implications for future research and several implications for practicing managers and consultants.

This study investigated relationships between managers' personalities and their leadership perceptions. Data describe 94 managers in one company and another 61 managers working in diverse organizations. Personality variables measure rigidity, intolerance of ambiguity, and locus
of control. Leadership variables measure initiating structure, consideration, and least preferred co-worker. Only two of the twenty-four differences between means exhibited statistical significance, which provides very little support for the hypothesis that managers' personalities are
significantly related with their leadership perceptions.