Relationships between Managerial Power Orientation and Unit Cohesiveness: Implications for R&D Management at NASA

Abstract

This study examines relationships between managers’ self and subordinate ratings of controlling and power sharing on their units' perceptions of intra-group and inter­unit cohesiveness. Four hundred and forty-five NASA middle managers and 1795 of their subordinates completed a 122 item survey of management practices and group climate. Results indicate that managers who use both controlling and power sharing behavior have more cohesive units than managers who use only one orientation. Unit cohesiveness was greater when managers’ self-ratings were consistent with their subordinates' ratings.