How Managers Really Communicate

Bibliographic Data

ID9890722
AuthorsFred Luthans (Department of Management, University of Nebraska, Lincoln, NE 68588-0491, corresponding author), Janet K Larsen (University of South Dakota)
Year1986
Volume39
Issue2
Pages161-178
Publication date1986-02-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678603900205
OpenAlexW2126211673
LanguageEN
Citations received3
References cited22

In contrast to other studies of managerial communication, this investigation combined direct observation of managers in the natural setting with self-report measures to try to determine how managers really communicate. More specifically, the canonical correlation technique was used to analyze the relationships between communication behavior and managerial activities. A two dimensional managerial communicator model emerged. The first dimension represents a continuum from Humanistic Interactor (who interacts more frequently both upward and downward and exhibits more staffing and training/developing activities) to Mechanistic Isolate (who communicates very little but frequently engages in conflict management activities). The second relationship reveals a continuum from Informal Developer (who communicates spontaneously and is involved in training/developing activities) to Formal Controller (who uses scheduled communication interaction and exhibits monitoring/controlling activities). This model provides an empirically based framework for answering the important question of how managers really communicate

Business · Economics · Knowledge management · Management · Political science · Public relations · Staffing · Competitive and Knowledge Intelligence · Complex Systems and Decision Making · Computer Science · Innovation and Knowledge Management · Psychology · Social Psychology

Tools

Open DOISci-Hub