Managerial Succession in a Factory and Changes in Supervisory Leadership Patterns

A Field Study

Bibliographic Data

ID9891647
AuthorsJames L Koch (University of Oregon, corresponding author)
Year1978
Volume31
Issue1
Pages49-58
Publication date1978-01-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872677803100103
OpenAlexW2159184699
LanguageEN
Citations received1
References cited16

Managerial succession is a common phenomenon in organizations, and this event is often associated with significant changes in leadership style. Yet the influence of succession on behavior in organizations has received very limited study. The present study combined two kinds of data, clinical onsite observations and longitudinal survey data, to examine the changes in supervisory leadership patterns, group processes, and satisfaction levels associated with a change from supportive-oriented management to taskoriented management. Taken together, these data provide a replication of Gouldner's classic case study of social processes arising out of an unexpected change in the management of an industrial plant. They also lend support to the intermethod reliability of survey research data and clinical observations in assessing the phenomena under consideration

Business · Ecological succession · Factory (object-oriented programming · Field (mathematics · Leadership style · Management · Phenomenon · Political science · Public relations · Reliability (semiconductor · Computer Science · Family Business Performance and Succession · Human Resource and Talent Management · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology

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