| A substantial body of research in managerial leadership supports the premise that behaviorally complex managers are perceived as more effective than their less complex colleagues. This study evaluated managers' behavioral complexity by having managers complete two self-report measures: Lipman-Blumen's Achieving Styles Inventory, and Quinn's Competing Values Managerial Leadership Instrument. Both Lipman-Blumen and Quinn argue that effective management entails the mastery and situationally appropriate enactment of a wide range of behaviors. This study also investigated the effects of other constructs on managerial effectiveness.;Bosses, peers and subordinates (each manager's role set members) completed an instrument developed for this study to assess focal managers with regard to cognitive trust, affective trust, affect, length of association, frequency of interaction, and managerial effectiveness. The theoretical foundation for having a manager's role set constituencies evaluate him or her is derived from role set theory, which suggests that to be effective, a person must satisfy the needs of those with whom he or she interacts. (See the works of Linton, Merton, and Katz & Kahn.);This research used on-line communications and data collection: All interaction with study participants was conducted via email, and participants completed questionnaires by logging on to the researcher's Web site. A total of 1,722 questionnaires were accessible on-line, and 1,405 (81.6%) were completed. One hundred eighty-one focal managers met the criteria for inclusion in the study.;Multiple linear path analysis was used to examine relationships among variables in a theorized causal model. Selected constructs were tested for mediation and moderation effects using stepwise multiple regression, and Sobel's z was used to test the statistical significance of mediation effects.;This research supports Lipman-Blumen's assertion that Connective Leadership behavioral complexity is a significant predictor of managerial effectiveness. Other significant predictors of perceived managerial effectiveness include a manager's Competing Values behavioral complexity and that manager's role set members' level of cognitive trust, affective trust, and affective attitude for him or her. As hypothesized, each role set constituency associated a different set of behaviors with managerial effectiveness. The path model confirmed that a complex network of relationships among constructs interacts to influence perceptions of managerial effectiveness. |
