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The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes

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  • Frank Hartmann
  • David Naranjo-Gil
  • Paolo Perego

Abstract

In this paper we investigate the effects of superiors' performance evaluation behaviors on subordinates' work-related attitudes. In response to critique on the multidimensional nature of the 'supervisory style' construct in the RAPM literature, we argue that the two dominant dimensions underlying this construct are leadership style and performance measure use. We develop and test a path model that allows us to disentangle the effects of leadership style (initiating structure and consideration) and performance measure use (objective and subjective measures) on managerial work-related attitudes (goal clarity and evaluation fairness). We test our hypotheses using survey data from 196 middle-level managers in 11 organizations. Results show that an initiating structure leadership style affects subordinates' work-related attitudes through the use of objective performance measures. Consideration leadership behavior instead only has a direct impact on work-related attitudes. These findings have important implications for management accounting research on superiors' use of performance measures, and provide an explanation of some of the problematic findings in the literature.

Suggested Citation

  • Frank Hartmann & David Naranjo-Gil & Paolo Perego, 2010. "The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes," European Accounting Review, Taylor & Francis Journals, vol. 19(2), pages 275-310.
  • Handle: RePEc:taf:euract:v:19:y:2010:i:2:p:275-310 DOI: 10.1080/09638180903384601
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    Cited by:

    1. Ahmed Abdel-Maksoud & Wagdy Abdallah & Mayada Youssef, 2012. "An empirical study of the influence of intensity of competition on the deployment of contemporary management accounting practices and managerial techniques in Egyptian firms," Journal of Economic and Administrative Sciences, Emerald Group Publishing, vol. 28(2), pages 84-97, February.
    2. Martin Hiebl, 2014. "Upper echelons theory in management accounting and control research," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 24(3), pages 223-240, January.
    3. Sebastian Goebel & Barbara E. Weißenberger, 2017. "The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance," Journal of Business Ethics, Springer, pages 505-528.
    4. Sebastian Goebel & Barbara E. Weißenberger, 2017. "Effects of management control mechanisms: towards a more comprehensive analysis," Journal of Business Economics, Springer, vol. 87(2), pages 185-219, February.
    5. Christian Kleine & Barbara Weißenberger, 2014. "Leadership impact on organizational commitment: the mediating role of management control systems choice," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 24(3), pages 241-266, January.

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