Shows that self-assessments of leader performance were more favorable than assessments by team members for 12 of 13 measured dimensions of leader behavior. Finds agreement of leader strengths and weaknesses, but less agreement of the effect of specific leader behaviors on team performance. (SR)

Shows that relationship duration (in a vignette describing a manager and an employee) significantly affected whether respondents thought the employee should telecommute; and that managerial reaction to criticism and managerial loyalty significantly affected forecasts of the worker's and manager's working together successfully. Suggests that…

Explores the relationship between self-reported managerial work roles and successful influence strategies with subordinates. Finds that in the role of motivator, managers can obtain more commitment and effort from subordinates by relying less on coalition and exchange tactics and more on use of ingratiating and inspirational appeals tactics. (SR)

Contributes to scholarship on motivation and communication by exploring the experiences of three college sales teams to investigate how sales managers and salespeople construct and perform motivational communication. Shows that motivational communication considered competent by employees addresses multiple goals (instrumental, identity, and…

Examines the influence of culture on persuasive managerial communication in the People's Republic of China. Finds that the interrelated cultural values of group-centeredness, hierarchy, and "face concern" were reflected most often, followed by political ideology and changing managerial roles. (SR)

Examines the relationships among listening, communication-related abilities, employee level, and upward mobility in an insurance company. Finds that while, overall, nonsupervisors tended to possess better listening abilities than supervisors, some evidence suggests that better listeners were in higher levels of the organization and were more…

Examines a series of managerial briefings of staff in nine stores of a major electronics retail chain. Shows that managers were neither trained nor appraised on their briefings skills, prepared themselves indifferently, and made little use of techniques known to affect attentiveness and recall. Finds that the daily communication session appeared…

Investigates supervisory-subordinate group decision making of eight groups under three conditions: supervisor physically present; present via audio teleconferencing; present via audio/graphics teleconferencing. Finds no significant differences in decision quality, communication style, and participant satisfaction. (SR)

Investigates the relationship between perceived supervisor communication competence and supervisor satisfaction as a result of quality circle involvement. Finds that supervisors who participated in quality circles for six months were perceived as being more communicatively competent than their counterparts who had just joined the program. (MS)