Be like me: The effects of manager-supervisor alignment
This study examines whether capability fit between line-managers, middle-managers and top-level managers enhances or hinders effectiveness. Effectiveness data and capability ratings from more than 1,600 manager-supervisor dyads were collected in the United States and Germany. Polynomial regression findings indicated that the fit of capabilities between managers and their supervisors predicts the managers’ effectiveness. The most effective managers show particularly high change-, task- and relations-oriented capabilities that are in line with predominantly high capabilities of their supervisors. In essence, both is important: the manager-supervisor fit and the absolute capability level that they possess. The results further indicate that the importance of the manager-supervisor fit varies across lower, middle and top-level management dyads and is most important for the lower management. This large-scale study contributes by advancing similarity research in management and shows that capability fit between managers and their supervisors is a central element in perceiving managerial effectiveness. Its findings inform managers and HR professionals about pitfalls in organizations that degrade effectiveness.
Anzengruber, J., Bergner, S., Nold, H. und Bumblauskas, D. (2020): Be like me: The effects of manager-supervisor alignment, in: Leadership & Organization Development Journal, pp. 1-17, doi: doi.org/10.1108/LODJ-02-2020-0047 [23.10.2020].
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