What Do Employees Desire in Their Managers? Employees’ Conception of Their Manager and its Effects on Organisational Identification
(2015) MGTN59 20151Department of Business Administration
- Abstract
- Is there a discrepancy between what employees desire their managers to be and how they perceive their managers? And if so, does this discrepancy affect their organisational identification? To suggest answers to these questions, using a deductive quantitative approach, we asked employees to firstly, rate the traits they perceived their current managers to have and the traits they desired in their managers. Lastly, they completed a questionnaire regarding their organisational identification, measured on four dimensions (affective, cognitive, evaluative and behavioural). Results showed that this current-desired discrepancy was significant, supporting a previous finding by Nichols and Cottrell (2014) of a context-sensitive leader prototype.... (More)
- Is there a discrepancy between what employees desire their managers to be and how they perceive their managers? And if so, does this discrepancy affect their organisational identification? To suggest answers to these questions, using a deductive quantitative approach, we asked employees to firstly, rate the traits they perceived their current managers to have and the traits they desired in their managers. Lastly, they completed a questionnaire regarding their organisational identification, measured on four dimensions (affective, cognitive, evaluative and behavioural). Results showed that this current-desired discrepancy was significant, supporting a previous finding by Nichols and Cottrell (2014) of a context-sensitive leader prototype. Overall, this discrepancy significantly predicted participants’ organisational identification. Furthermore, the dimension that was the most predicted was the cognitive dimension. The study extends previous Implicit Leadership Theory (ILT) research with implications for successful management and organisational optimisation. More precisely, potential implications for managing employees’ ILTs, management control and human resource management are discussed. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/7869007
- author
- Feher, Mikaela LU and Ivan, Cristina-Elena LU
- supervisor
- organization
- course
- MGTN59 20151
- year
- 2015
- type
- H1 - Master's Degree (One Year)
- subject
- language
- English
- id
- 7869007
- date added to LUP
- 2015-09-17 13:25:24
- date last changed
- 2016-02-16 15:34:08
@misc{7869007,
abstract = {{Is there a discrepancy between what employees desire their managers to be and how they perceive their managers? And if so, does this discrepancy affect their organisational identification? To suggest answers to these questions, using a deductive quantitative approach, we asked employees to firstly, rate the traits they perceived their current managers to have and the traits they desired in their managers. Lastly, they completed a questionnaire regarding their organisational identification, measured on four dimensions (affective, cognitive, evaluative and behavioural). Results showed that this current-desired discrepancy was significant, supporting a previous finding by Nichols and Cottrell (2014) of a context-sensitive leader prototype. Overall, this discrepancy significantly predicted participants’ organisational identification. Furthermore, the dimension that was the most predicted was the cognitive dimension. The study extends previous Implicit Leadership Theory (ILT) research with implications for successful management and organisational optimisation. More precisely, potential implications for managing employees’ ILTs, management control and human resource management are discussed.}},
author = {{Feher, Mikaela and Ivan, Cristina-Elena}},
language = {{eng}},
note = {{Student Paper}},
title = {{What Do Employees Desire in Their Managers? Employees’ Conception of Their Manager and its Effects on Organisational Identification}},
year = {{2015}},
}