Participative Managerial Behavior and Organizational Change

Abstract

Managerial behavior has typically not been the lead variable in organizational change efforts. Change efforts have assumed that structure, strategy and work design changes will lead to new supervisory behaviors. The kinds of behaviors that are required of a manager in a high involvement organization are examined. It is suggested that managerial behavior is the primary change that is required to make a transition to a high involvement culture, and that it might be a suitable lead variable in the change sequence.

Citation

Albers Mohrman, S. and Lawler, E.E. (1988), "Participative Managerial Behavior and Organizational Change", Journal of Organizational Change Management, Vol. 1 No. 1, pp. 45-59. https://doi.org/10.1108/eb025593