An evaluation of reduction in status of mid-level managers as a strategy in organizational crisis management: The impact on unit effectiveness

This study investigated the effects of manager status reduction on unit effectiveness. It introduced the concept of the organizational unit and tested prior research findings on leader behavior against the behavior of the unit during an organizational crisis.; Participants in this field-based study were 68 senior and school-based psychologists who worked in the Los Angeles Unified School District. Three hypotheses were explored in the study. The first hypothesis predicted that there would be a change in unit effectiveness after the manager status reduction. The second hypothesis speculated that there would be an inverse relationship between unit effectiveness and leadership behavior which stressed group maintenance. Hypothesis three predicted a positive relationship between unit effectiveness and goal-directed leadership behavior.; The research design was quasi-experimental, nonequivalent multi-group pretest-posttest. Four intact work units were used: one control group whose manager was not demoted and three treatment groups whose managers were demoted.; Data were collected on unit effectiveness, i.e., morale, stability and productivity. A self-report questionnaire was used to measure job satisfaction, morale and leader behavior. The Semantic Differential Scale was included as part of the survey. Archival data were collected on stability and productivity, and individual interviews were conducted on all components of effectiveness. Descriptive statistics, paired t-tests for correlated samples and Pearson correlations were performed on the data. A model was developed which plotted the leader behavior ratings.; The data supported Hypothesis One. There was a difference in unit effectiveness after the status reduction. However, the data failed to support hypotheses two and three. Four general issues were investigated regarding these results: (1) the use of multi-dimensional assessment; (2) leader-follower behavior; (3) multiple changes during organizational transitions; and (4) organization priorities.; The study concludes with a discussion of the organizational unit as a focus of study and limitations of the study. Preliminary results indicate a need for additional research on the "organizational unit", the leader-follower dyad in striated group settings, and organizational crisis management strategies.