The authors contributed equally to this manuscript, and the order of the authors is alphabetical. Portions of this paper are based on a poster that was presented at the April 2007 meeting of the Society of Industrial Organizational Psychology Conference, New York, NY.
Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1
Article first published online: 24 SEP 2008
© 2008 Copyright the Authors. Journal compilation © 2008 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 38, Issue 10, pages 2469–2494, October 2008
How to Cite
Gentry, W. A. and Shanock, L. R. (2008), Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease. Journal of Applied Social Psychology, 38: 2469–2494. doi: 10.1111/j.1559-1816.2008.00400.x
- Issue published online: 24 SEP 2008
- Article first published online: 24 SEP 2008
Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle-down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct-report, and self-ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail.