Looking for a Few Good Sources: Exploring the Intraorganizational Communication Linkages of First Line Managers

Abstract

One of the major reasons intraorganizational communication linkages are formed is to find the information needed to reduce perceived task uncertainty. This study examines the moderating influence of managers'cognitive style on the relationship between perceived task uncertainty and the formation of intraorganizational linkages. In addition, the direction of the intraorganizational link used (i.e., vertical, horizontal, or diagonal) is examined. eber (1945) viewed bureaucracies as a special type of organization Woriented toward the pursuit of relatively stable and specific goals and characterized by relatively high degrees of formal role definitions and written rules. The sanctioned communication channels or links within this structure were in accordance with the traditional and very formal vertical chain of command. This type of organizational structure offered little encouragement or acknowledgement of the need for horizontal or diagonal interaction among organizational members.

The impact of positivity and transparency on trust in leaders and their perceived effectiveness

“…In addition, higher levels of communication openness have been linked with better leader and follower relationships as well as higher follower motivation (Kay & Christophel, 1995), job satisfaction (Burke and Wilcox, 1969, Klauss and Bass, 1982, Korsgaard et al, 2002and Weiss et al, 2002, role clarity (Klauss andBass, 1982 andWilson andMalik, 1995), more positive peer relationships (Myers, Knox, Pawlowski, & Ropog, 1999), and trust and organizational citizenship behaviors (Korsgaard et al, 2002).…”

The Role of Middle Management in the Strategy Process: Group Affiliation, Structural Holes, and Tertius Iungens

“…Second, an analysis of lower level managers and peers' middle managers also suggests that members in both groups are unlikely to initiate a tertius iungens strategy. Lower level managers, such as customer service supervisors, tend to interact more with middle managers with whom they share initiatives (Wilson & Malik, 1995). The opportunity for such a connection, therefore, is highly limited.…”

Trust And Distrust: New Relationships and Realities

“…Within organizational settings, we contend that the capacity to cope with ambivalence-promoting conditions is a critical competence that some may possess to a greater degree than others. The capacity for coping with ambivalence may have foundations that are both dispositional-associated with an individual's capacity to handle incongruity (Zajonc, 1960), risk preferences (Kahneman & Tversky, 1984), and propensity to differentiate (Morse & Gordon, 1974;Wilson & Malik, 1995)and developmental (associated with an individual's prior experience with ambivalence and training).…”