|
| The Importance of the Manager Role in the Workplace |
| Friday, September 2, 2022 |
| 4:00 PM–4:50 PM |
| Meeting Level 1; Liffey Hall 1 |
| Area: OBM |
| Instruction Level: Intermediate |
| Chair: Raymond G. Miltenberger (University of South Florida) |
| |
| Reactivity in Staff Management: What It Is and Why You Should Be Concerned About It |
| Domain: Applied Research |
| RAYMOND G. MILTENBERGER (University of South Florida) |
| |
| Abstract: This presentation will discuss the issue of reactivity in staff management research and practice. The potential problem is that the effects of staff management interventions are evaluated when a researcher is present to collect data, thus risking reactivity to observation as a potential confounding variable in much of the research. The talk describes the issue of reactivity and the need for better assessment of staff performance that does not pose the risk of reactivity. The presentation discusses research on reactivity in staff management that illustrates the problem, discusses potential solutions to the problem, and calls for more research to address the problem. |
| |
| Managerial Behavioral Training for Functional Leadership: A Randomized Controlled Trial |
| Domain: Applied Research |
| MARTIN GRILL (Department of Psychology, University of Gothenburg, Gothenburg, Sweden), Annika Bjornsdotter (Gothenburg University), Anders Pousette (Gothenburg University) |
| |
| Abstract: Using behavioral theories and methods to improve managerial leadership behaviors is a cornerstone of organizational behavior management. This study assesses the feasibility of integrating functional analysis and behavioral therapy into managerial behavioral training (MBT). A randomized controlled trial compared pre- and post-intervention employee questionnaire data from experimental-group (n = 25) with waitlist control-group (n = 24) managers. Multilevel modeling (MLM) was used for data analysis. MBT was found to positively affect functional leadership behaviors in terms of inspirational leadership (d = .22; p = .015), participative leadership (d = .22; p = .050), and structural leadership (d = .20; p = .039). In addition, MBT was found to positively affect leadership performance in terms of leadership effectiveness (d = .21; p = .038), employee extra effort (d = .27; p = .024), and employee satisfaction with the manager (d = .20; p = .042). Non-significant effects were found for rational leadership (d = .20; p = .073) and collaborative leadership (d = .17; p = .108). This study describes how integrating functional analysis and behavioral therapy into MBT can improve leadership behaviors and leadership performance. |
| |
|
| |