Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/the-role-of-technical-skill-in-perceptions-of-managerial-performance-UwFAhIT0pn
References (57)
-
M. Badawy (1996)
Developing Managerial Skills in Engineers and Scientists: Succeeding as a Technical Manager, Second Edition.Applied Occupational and Environmental Hygiene, 9
-
L. Lacey (1974)
DISCRIMINABILITY OF THE MINER SENTENCE COMPLETION SCALE AMONG SUPERVISORY AND NONSUPERVISORY SCIENTISTS AND ENGINEERSAcademy of Management Journal, 17
-
M. Lindell, Christina Brandt (2000)
Climate quality and climate consensus as mediators of the relationship between organizational antecedents and outcomes.The Journal of applied psychology, 85 3
-
I. Gray (1979)
The Engineer in Transition to Management: A Learning Tool for the Engineer or Other Professional Newly Promoted to Management -
Robert Snyder, N. Bruning (1985)
Quality of Vertical Dyad Linkages: Congruence of Supervisor and Subordinate Competence and Role Stress as Explanatory VariablesGroup & Organization Management, 10
-
M. Lindell, D. Whitney (2001)
Accounting for common method variance in cross-sectional research designs.The Journal of applied psychology, 86 1
-
B. Raven, J. Schwarzwald, M. Koslowsky (1998)
Conceptualizing and Measuring a Power/Interaction Model of Interpersonal Influence1Journal of Applied Social Psychology, 28
-
D. Mackinnon, Ghulam Warsi, J. Dwyer (1995)
A Simulation Study of Mediated Effect Measures.Multivariate behavioral research, 30 1
-
R. Boyatzis
The Competent Manager -
Timothy Hinkin, C. Schriesheim (1990)
Relationships Between Subordinate Perceptions of Supervisor Influence Tactics and Attributed Bases of Supervisory PowerHuman Relations, 43
-
E. McGinnies, C. Ward (1980)
Better Liked than RightPersonality and Social Psychology Bulletin, 6
-
G. Yukl, Helen Kim, Cecilia Falbe (1996)
Antecedents of influence outcomesJournal of Applied Psychology, 81
-
F. Luthans (1988)
Successful vs. Effective Real ManagersAcademy of Management Executive, 2
-
R. Lipshitz, Baruch Nevo (1992)
Who is a ″Good Manager″?Leadership & Organization Development Journal, 13
-
R. Hill (1993)
Occupational interests and career differentiation among R&D personnelJournal of Engineering and Technology Management, 10
-
R. Baron, D. Kenny (1986)
The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.Journal of personality and social psychology, 51 6
-
G. Ironson, P. Smith, M. Brannick, W. Gibson, Karen Paul (1989)
Construction of a Job in General scale: A comparison of global, composite, and specific measures.Journal of Applied Psychology, 74
-
S. Murphy, Dewey Blyth, F. Fiedler (1992)
Cognitive resource theory and the utilization of the leader's and group members' technical competenceLeadership Quarterly, 3
-
L. Lacey (1974)
Discriminability of the Adjective Check List among Scientists and Engineers: Comparison of Supervisors and Non-Supervisors and Stayers and LeaversPsychological Reports, 35
-
G. Fontaine, J. Beerman (1977)
Affective Consequences of Social Power: Powerholder and Target Expectancies Associated with Different Types of PowerPsychological Reports, 40
-
M.E. Sobel
Asymptotic intervals for indirect effects in structural equations models -
G. Yukl, R. Lepsinger (1990)
Preliminary report on validation of the Managerial Practices Survey. -
G. Yukl, Cecilia Falbe (1991)
Importance of different power sources in downward and lateral relationsJournal of Applied Psychology, 76
-
Henry Mintzberg (1974)
The Nature of Managerial WorkOperational Research Quarterly (1970-1977), 25
-
A. Stahelski, D. Frost, Michael Patch (1989)
Use of Socially Dependent Bases of Power: French and Raven's Theory Applied to Workgroup Leadership1Journal of Applied Social Psychology, 19
-
T.J. Allen
Managing the Flow of Technology: Technology Transfer and the Dissemination of Technological Information within the R&D Organization -
Laura Beauvais (1992)
The effects of perceived pressures on managerial and nonmanagerial scientists and engineersJournal of Business and Psychology, 6
-
P. Podsakoff, C. Schriesheim (1985)
Field studies of French and Raven's bases of power: Critique, reanalysis, and suggestions for future research.Psychological Bulletin, 97
-
J. Brewis
The making of the competent manager: competency development, personal effectiveness and Foucault -
Timothy Hinkin, C. Schriesheim (1989)
Development and application of new scales to measure the French and Raven (1959) bases of social power.Journal of Applied Psychology, 74
-
Helen Kim, G. Yukl (1995)
Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage modeLeadership Quarterly, 6
-
R. Katz (2009)
Skills of an Effective Administrator -
K. Grant, Chip Baumgardner, Guy Shane (1997)
The perceived importance of technical competence to project managers in the defense acquisition communityIEEE Transactions on Engineering Management, 44
-
G. Yukl, J. Tracey (1992)
Consequences of Influence Tactics Used With Subordinates, Peers, and the BossJournal of Applied Psychology, 77
-
M. Sobel (1982)
Asymptotic Confidence Intervals for Indirect Effects in Structural Equation ModelsSociological Methodology, 13
-
Mei-I Cheng, A. Dainty, D. Moore (2005)
Towards a multidimensional competency‐based managerial performance framework: A hybrid approachJournal of Managerial Psychology, 20
-
T. Allen (1977)
Managing the flow of technology: technology transfer and the dissemination of technological informat -
D.P. MacKinnon, G. Warsi, J.H. Dwyer
A simulation study of mediated effect measures: ‘erratum’ -
J. Kotter (1982)
What effective general managers really do.Harvard business review, 60 6
-
M. Quiñones, J. Ford, M. Teachout (1995)
THE RELATIONSHIP BETWEEN WORK EXPERIENCE AND JOB PERFORMANCE: A CONCEPTUAL AND META‐ANALYTIC REVIEWPersonnel Psychology, 48
-
M. Rahim, Mainuddin Afza (1993)
Leader Power, Commitment, Satisfaction, Compliance, and Propensity to Leave a Job Among U.S. AccountantsJournal of Social Psychology, 133
-
Rick Garlick, Paul Mongeau (1993)
Argument quality and group member status as determinants of attitudinal minority influenceWestern Journal of Communication, 57
-
E. McGinnies, C.D. Ward
Better liked than right: trustworthiness and expertise as factors in credibility -
M. Rahim, Nam-Hyeon Kim, Jay Kim (1994)
BASES OF LEADER POWER, SUBORDINATE COMPLIANCE, AND SATISFACTION WITH SUPERVISION: A CROSS‐CULTURAL STUDY OF MANAGERS IN THE U.S. AND S. KOREAInternational Journal of Organizational Analysis, 2
-
R. Ritti (1968)
Work Goals of Scientists and EngineersIndustrial Relations, 7
-
B. Raven (1992)
A power/interaction model of interpersonal influence: French and Raven thirty years later.Journal of Social Behavior and Personality
-
K.J. Preacher, G.J. Leonardelli
Calculation for the Sobel test: an interactive calculation tool for mediation tests -
J. Brennan, L. Miller, J. Seltzer (1993)
Influence Tactics and EffectivenessJournal of Social Psychology, 133
-
J. Bayton, R. Chapman (1972)
Transformation of scientists and engineers into managers -
M.K. Badawy
Developing Managerial Skills in Engineers and Scientists: Succeeding as a Technical Manager -
J. French, B. Raven (1959)
The bases of social power. -
T. Dunning (1993)
Accurate Methods for the Statistics of Surprise and CoincidenceComput. Linguistics, 19
-
G. Yukl, Helen Kim, Carolyn Chavez (1999)
Task importance, feasibility, and agent influence behavior as determinants of target commitment.Journal of Applied Psychology, 84
-
R. Keller (1997)
Job involvement and organizational commitment as longitudinal predictors of job performance: A study of scientists and engineers.Journal of Applied Psychology, 82
-
J. Brewis (1996)
The Making' of the `Competent' ManagerManagement Learning, 27
-
R. Harmon, K. Coney (1982)
The Persuasive Effects of Source Credibility in Buy and Lease SituationsJournal of Marketing Research, 19
-
D. Brown, L. Brooks
Chapter 5: assessing interests
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0262-1711
- DOI
- 10.1108/02621710810858605
- Publisher site
- See Article on Publisher Site
Abstract
Purpose – The purpose of this paper is to determine whether technical skill provides incremental value over managerial skill in managerial performance for first‐tier managers, and explore potential mediators of this relationship. Hypotheses: technical skill incrementally predicts managerial performance; referent and expert power mediate this relationship; and inspirational appeals and rational persuasion mediate the relationship between power and managerial performance. Design/methodology/approach – A total of 107 first‐tier supervisors from local petrochemical and engineering companies completed an online survey about their professional background and managerial skills; subordinates rated supervisors' technical skill, power, and influence tactic habits. Managerial performance was measured as: production output, subordinate job satisfaction, and subordinate ratings. Findings – Technical skill incrementally predicted subordinate perceptions of managerial performance over managerial skill. Referent power mediated the relationship between technical skill and both subordinate ratings and job satisfaction; expert power only mediated for job satisfaction. Rational persuasion mediated the relationship between expert power and subordinate ratings of managerial performance. Research limitations/implications – Clear measurement of multidimensional constructs such as managerial performance and technical skill is essential. Limitations include self‐selection bias and availability of objective technical skill measures. Future research should develop component‐based measures of these constructs. Practical implications – Technical skill is valuable to managers as a source of credibility and a means to identify with subordinates. Technical skill should not, therefore, be the most important criterion in selecting technical managers. Originality/value – This study helps technical managers better leverage their technical skills in managerial contexts, and provides new research directions for component‐based performance measurement.
Journal
Journal of Management Development – Emerald Publishing
Published: Mar 21, 2008
Keywords: Performance management; Skills; Influence