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Abstract

Managerial succession is a common phenomenon in organizations, and this event is often associated with significant changes in leadership style. Yet the influence of succession on behavior in organizations has received very limited study. The present study combined two kinds of data, clinical onsite observations and longitudinal survey data, to examine the changes in supervisory leadership patterns, group processes, and satisfaction levels associated with a change from supportive-oriented management to taskoriented management. Taken together, these data provide a replication of Gouldner's classic case study of social processes arising out of an unexpected change in the management of an industrial plant. They also lend support to the intermethod reliability of survey research data and clinical observations in assessing the phenomena under consideration.

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Managerial Succession in a Factory and Changes in Supervisory Leadership Patterns: A Field Study

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