Premium
Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease 1
Author(s) -
Gentry William A.,
Shanock Linda Rhoades
Publication year - 2008
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2008.00400.x
Subject(s) - boss , derailment , psychology , harm , sample (material) , social exchange theory , work (physics) , social psychology , applied psychology , public relations , computer science , engineering , political science , mechanical engineering , chemistry , chromatography , track (disk drive) , operating system
Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle‐down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct‐report, and self‐ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.