Reports an investigation into what way the interaction between managers and their subordinates is linked to the latter group’s performance and innovativeness. With pressure to change and innovate being steadily increased by reduced subsidies, dwindling resources, growing customer demands for quality service and technological change, examines the ability of this type of informational facility to function. Focuses on the actors and their attitudes, social behaviour on the job, and perceptions. Identifies communication, participation, autonomy, conflict, motivation and co‐operation in the theoretical part of the study as being the basic constituents of social dynamics in research libraries. Theoretically and empirically, the work climate served as the appropriate indicator of the socioemotional quality of interaction and was the link between managers’ behaviour, social interaction and achievement of the organisation’s purpose. Concludes that it is essential for managerial competence to be grasped as being a blend of technical, managerial and social expertise.
Paul, G. (2000), "Mobilising the potential for initiative and innovation by means of socially competent management: results from research libraries in Berlin", Library Management, Vol. 21 No. 2, pp. 81-85. https://doi.org/10.1108/01435120010309407
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