The Persean Ethic
Consistency of Belief and Action in Managerial Practice
Bibliographic Data
| ID | 9890514 |
|---|---|
| Authors | Joseph A Raelin (0000-0003-4442-9696, Boston College, corresponding author) |
| Year | 1993 |
| Volume | 46 |
| Issue | 5 |
| Pages | 575-621 |
| Publication date | 1993-05-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679304600502 |
| OpenAlex | W2162793507 |
| Language | EN |
| Citations received | 2 |
| References cited | 113 |
The Persean ethic in managerial practice refers to the willingness of managers to follow through on their espoused beliefs with others in their immediate working network. It is considered to be among the most important of managerial practices since through it managers can monitor their beliefs to ensure that their actions are consistent with otherwise salutary espoused theories. In order to assess the dependent variable of Persean conduct, or consistency of belief and action, the core respondents' immediate work set, including their superior, peers, and subordinates, were surveyed as well as themselves. In an attempt to create an explanatory model of Persean conduct, individual personality and background factors, situational characteristics, their interaction, and learning factors were evaluated. Respondents were found to vary on Persean conduct, the Persean ethic was found not to be unidimensional, and although each of the independent variable clusters was represented in the predictor list, personality factors dominated as explanatory variables
Action (physics · Big Five personality traits · Consistency (knowledge bases · Epistemology · Explanatory model · Personality · Set (abstract data type · Situational ethics · Work (physics · Work ethic · Ethics in Business and Education · Job Satisfaction and Organizational Behavior · Management Theory and Practice · Psychology · Social Psychology
Research in Organizational Behavior
Contested terrain
Leadership and Decision-Making
Society and the Adolescent Self-Image
Validity of self-evaluation of ability
Self-perception
Implicit leadership theory
Self-Regulation for Managerial Effectiveness
Employee reactions to job characteristics.
Subjective Construal, Social Inference, and Human Misunderstanding
The art of Japanese management
Social Desirability Response Bias in Self-Report Choice Situations.
Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales.
The People Make the Place
Generalized expectancies for internal versus external control of reinforcement.
Development of the Job Diagnostic Survey.
Motivation through the design of work
Self-Reports in Organizational Research
The authoritarian personality
Obedience to authority
The Ideology of Work
On the Division of Labor in Society
Organizational culture and counterculture
A new scale for the measurement of interpersonal trust1
Attitudes vs. Actions
The Social Psychology of Self-Efficacy
Power and leadership in organizations
Power and leadership in organizations
Bridging moral cognition and moral action
Moral Development and Behavior
Moral Development and Behavior
The Degree of Intention Formation as a Moderator of the Attitude-Behavior Relationship
Hierarchy in Organizations
Advances in Experimental Social Psychology, Vol. 7
Job enlargement, individual differences, and worker responses
Have college students become less trusting
Upward Communication in Industry
Individual Differences in Participative Decision-Making
The performance appraisal interview
The role of observers' expectations in attitude attribution
Generalized expectancies for interpersonal trust
Situation selection as a moderator of response consistency and stability
A Theory of Social Comparison Processes
Decision-Making and Administrative Organization
An analysis of learned helplessness
When actions reflect attitudes
Human agency in social cognitive theory
Misanthropy and Political Ideology
Recommendations for learning ̊s
Some personality determinants of the effects of participation
Bureaucratic Structure and Personality
Equivocation
The Reciprocal Effects of the Substantive Complexity of Work and Intellectual Flexibility
| Citations per year | 0.07 |
|---|---|
| Citation span | 1996 - 2016 (21) |
| Highly cited | No |