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Influence behaviors and managerial effectiveness in lateral relations
Author(s) -
Church Allan H.,
Waclawski Janine
Publication year - 1999
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920100103
Subject(s) - operationalization , psychology , agency (philosophy) , congruence (geometry) , perception , government (linguistics) , middle management , applied psychology , social psychology , organizational effectiveness , public relations , political science , sociology , social science , philosophy , linguistics , epistemology , neuroscience
This article reports on a study of the influence practices and effectiveness of 207 middle‐level staff and program management personnel in nonmanagerial positions in a high‐tech government agency in the United States. Multiple regression results were used to identify specific influence behaviors practiced in lateral relations with peers that directly affected supervisors' perceptions of effectiveness. As hypothesized, managerial self‐awareness (operationalized as congruence in self‐peer ratings) was found to contribute significantly to relationship management aspects of individual effectiveness. Implications of these results for team‐based work in organizations as well as OD and HRD initiatives are discussed.