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What Do Employees Desire in Their Managers? Employees’ Conception of Their Manager and its Effects on Organisational Identification

Feher, Mikaela LU and Ivan, Cristina-Elena LU (2015) MGTN59 20151
Department 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)
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author
Feher, Mikaela LU and Ivan, Cristina-Elena LU
supervisor
organization
course
MGTN59 20151
year
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},
}