Managerial effectiveness and the expression of emotion

Simple item page
dc.contributor.advisorZerbe, Wilfred
dc.contributor.authorMilton, Laurie P.
dc.date.accessioned2005-08-05T16:55:10Z
dc.date.available2005-08-05T16:55:10Z
dc.date.issued1992
dc.descriptionBibliography: p. 136-144.en
dc.description.abstractThe major focus of this study was to determine whether managers who display the emotions others expect are more likely to be effective. Secondary objectives were to find out whether it matters if the expressed emotions are real, and to explore characteristics that may differentiate managers who comply from those who do not. Respondents were 158 practising managers who participated in executive development programs at the University of Calgary between 1983 and 1990, and 429 of their co-workers. Results showed that managers who meet or exceed the expectations of their coworkers for the display of pleasure are more likely to be perceived as effective. This is also true of managers who are able to feel and display expected emotions when under stress, that is who have emotional stamina. The relationship between external compliance and perceived effectiveness ratings appears to exist regardless of whether managers are authentic; however, findings on authenticity are somewhat inconclusive. Also, whether managers who agree with the emotional display expectations of their co-workers are more likely to be compliant is unclear. They are, however, no more likely than others to be rated as effective. Managers who display emotions in accordance with their own expectations are slightly more likely to be rated as having effective managerial skills. Yet, they are no more likely to be rated as having a more effective manager orientation. This research also found that managers with high-self monitoring tendencies are less likely to be rated as externally compliant and to be rated as effective than are low self-monitors. There was no correlation between the extent to which managers accurately perceived the expectations of others and effectiveness ratings.
dc.format.extentxvi, 172 leaves : ill. ; 30 cm.en
dc.identifier.citationMilton, L. P. (1992). Managerial effectiveness and the expression of emotion (Master's thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca. doi:10.11575/PRISM/23126en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/23126
dc.identifier.isbn031575138Xen
dc.identifier.lccHD 29.3 M54 1992en
dc.identifier.urihttp://hdl.handle.net/1880/31160
dc.language.isoeng
dc.publisher.institutionUniversity of Calgaryen
dc.publisher.placeCalgaryen
dc.rightsUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.
dc.subject.lccHD 29.3 M54 1992en
dc.subject.lcshManagement
dc.subject.lcshEmotions
dc.titleManagerial effectiveness and the expression of emotion
dc.typemaster thesis
thesis.degree.disciplineManagement
thesis.degree.grantorUniversity of Calgary
thesis.degree.nameMaster of Business Administration (MBA)
ucalgary.item.requestcopytrue
ucalgary.thesis.accessionTheses Collection 58.002:Box 834 520535153
ucalgary.thesis.notesoffsiteen
ucalgary.thesis.uarcreleaseyen
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
thesis_Milton_1992.pdf
Size:
93.52 MB
Format:
Adobe Portable Document Format
Description:
Thesis
Download
Collections
Legacy Theses