Organizational Management Styles, Employee Supervisory Status, and Employee Responses

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Abstract
Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behaviors are more favorable in the organization with the more democratic formal managerial style than in the more traditional organization, but there is very little difference in the responses of the supervisors between the two environments. Future research directions are suggested that would further enhance our understanding of the potential impact of managerial styles on employee responses at different hierarchical levels.