Managerial behavior and interpersonal competence

Abstract One of the most persistent of all the demands made on behavioral scientists who study business behavior is that they provide an explanation of the modes of interpersonal relations of managers and their effects on the functioning of the organization. Common‐sense observation indicates that the styles of interpersonal behavior among managers are no less varied than among persons in other careers. How do these different interpersonal styles relate to the individual's personality and career development? Is a given style superior to others? By what criteria are such evaluations to be made? Can we, for example, demonstrate that a given mode of behavior is associated with greater organizational effectiveness than another mode? Or is it possible that modes of interpersonal behavior have less significance in determining organizational outcomes than we would suppose? While both scientists and businessmen rightfully consider these questions important, too often they answer them too quickly. This paper takes a critical look at existing ideas about interpersonal competence, and recommends some modifications.