What Works for the Gander Does Not Work as Well for the Goose: The Effects of Leader Behavior

Hutchison, Steven; Valentino, Kathleen E.; Kirkner, Sandra L.

doi:10.1111/j.1559-1816.1998.tb01699.x

Cited by 20 publications

(17 citation statements)

References 27 publications

(19 reference statements)

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“…Note that these recommendations are consistent with a highconsideration/high-initiating structure style/leadership style that is associated with perceptions of a supportive environment as well as higher employee commitment (Hutchison, Valentino, & Kirkner, 1998). There are qualifiers, though, to this conclusion.…”

Section: Lesson 1: Increase Instrumental Support From Supervisorssupporting

confidence: 71%

Developing Social Support in Employees: Human Resource Development Lessons From Same-Career Couples

Halbesleben

Rotondo

2007

Advances in Developing Human Resources

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The problem and the solution. In light of research suggesting significant links between social support and human resource outcomes, managers have become increasingly concerned with how to develop social support. One solution is to examine the experiences of a group of employees with extremely high work-life integration, same-career couples, to develop lessons for human resource development. Samecareer couples are employees who work in the same workplace or in the same occupation as their partner. From their experiences and research concerning social support resources in organizations, the authors suggest mechanisms to develop social support with the intention of improving human resource outcomes.

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Section: Lesson 1: Increase Instrumental Support From Supervisorssupporting

confidence: 71%

Developing Social Support in Employees: Human Resource Development Lessons From Same-Career Couples

Halbesleben

Rotondo

2007

Advances in Developing Human Resources

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“…These studies consistently show that more open, participatory styles of leadership and supervision lead to more positive work behaviors and attitudes (Guthrie 2001;IIE 2000;Wagner and LePine 1999;Ichniowski, Shaw, and Prennushi 1997). Hutchison, Valentino, and Kirkner (1998), for example, report that managers with a higher interpersonal, participatory orientation have a positive effect on worker commitment toward organizational goals.…”

Section: Can Public Managers Make a Difference?mentioning

confidence: 93%

“…Related literature in the behavioral sciences examines the effects of supervision and leadership on work behaviors and attitudes (Hutchison, Valentino, and Kirkner 1998;Ichniowski, Shaw, and Prennushi 1997;Komaki 1986). These studies consistently show that more open, participatory styles of leadership and supervision lead to more positive work behaviors and attitudes (Guthrie 2001;IIE 2000;Wagner and LePine 1999;Ichniowski, Shaw, and Prennushi 1997).…”

Section: Can Public Managers Make a Difference?mentioning

confidence: 99%

The Implementation of Welfare Reform Policy: The Role of Public Managers in Front‐Line Practices

Riccucci¹,

Meyers

Lurie

et al. 2004

Public Administration Review

135

107

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This study examines the extent to which staff in local welfare systems have embraced new welfare reform goals and, if so, the extent to which local management practices contribute to the alignment of staff priorities with policy objectives. It looks at agency structure and several aspects of public management from a microperspective that prior research has linked to agency performance including training, performance monitoring, staff resources, leadership characteristics, and personnel characteristics. The research indicates that front-line workers in welfare offices continue to believe that traditional eligibility determination concerns are the most important goals at their agencies. It also finds that management practices and the structuring of agency responsibilities matter: To the extent that public managers want to redirect local staff to focus their attention on the new goals associated with welfare reform, they can create the conditions under which staff have clear signals about what is expected and could provide them with the resources and incentives to realign their priorities.The ability of public managers to influence their employees' commitment to policy and agency goals has long been an interest of scholars and practitioners of public administration. A common challenge for all public organizations is creating a commitment on the part of front-line workers to the policy decisions made by government officials. While this is key to the way that public policy is ultimately delivered, public administrators at all levels recognize the difficulty in achieving this commitment. This research builds on prior studies of goal congruence, public management, and policy achievement in government organizations to examine the extent to which staff in local welfare systems have embraced new goals established by federal and state welfare reforms and, if so, the extent to which local management practices may have contributed to the alignment of staff priorities with policy objectives. These objectives, articulated in federal and state laws during the 1990s, explicitly redirected the efforts of cash assistance programs from income maintenance to work enforcement. Implicitly, they created a new expectation that all welfare staff-from eligibility workers to employment specialists-would help to move clients off welfare and into jobs.We consider both agency structure and several aspects of public management from a microperspective that prior research has linked to agency performance-including training, performance monitoring, staff resources, leadership characteristics, and personnel characteristics.

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“…Supervisor leadership refers to the relationship between the subordinate and the immediate supervisor. Hutchinson, Valentino, and Kirkner (1998), among others, found that leaders who were high in both interpersonal orientation and task orientation had the best effect on employee attitudes (also see meta‐analysis by Judge, Piccolo, & Ilies, 2004). This implies that supervisors are more effective when they both provide task‐oriented guidance to their subordinates so the subordinates know the expectations of their jobs and also demonstrate interpersonal support to their subordinates.…”

Section: Antecedents For Structural Alignmentmentioning

confidence: 95%

Antecedents for achievement of alignment in organizations

Beehr

Glazer

Fischer

et al. 2009

J Occupat & Organ Psyc

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This study investigated potential antecedents of the alignment of organizational subunits' processes and goals with the organization's primary goals and therefore with each other. Alignment data of 329 aggregated subunits (7,359 employees), organization‐wide, of a large US manufacturing company were examined. Managerial effectiveness, communication about goals and objectives, and employee enhancement positively related with alignment at a group or subunit level. Alignment, in‐turn, positively related with company satisfaction at an individual level. Moreover, 95% of the variation in satisfaction across subunits could be explained by alignment and its antecedents.

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What Works for the Gander Does Not Work as Well for the Goose: The Effects of Leader Behavior

Cited by 20 publications

References 27 publications

Developing Social Support in Employees: Human Resource Development Lessons From Same-Career Couples

Developing Social Support in Employees: Human Resource Development Lessons From Same-Career Couples

The Implementation of Welfare Reform Policy: The Role of Public Managers in Front‐Line Practices

Antecedents for achievement of alignment in organizations

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