Interpersonal Style and the Communication Dilemma: I. Managerial Implications of the Johari Awareness Model

Abstract

The Johari Awareness Model of interpersonal processes was explored as a paradigm for research into interpersonal style and communication practices in organizations. Data from 1,000 managers and 115 MBA graduate students regarding their use of Exposure and Feedback processes in relationships with subordinates, colleagues, and superiors were obtained via the Personnel Relations Survey. In addition, data regarding personality traits were gathered using the MMPI, CPI, and Famous Sayings tests; and information about managerial style preferences was gained from the Styles of Management Inventory. Investigations of the effects of role relationships, managerial orientation, and personality traits on interpersonal processes were made. A number of significant multivariate effects were found suggesting that the Johari model may be a viable tool for dealing with personalistic aspects of the communication dilemma in human systems.

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