Interpersonally Skillful Bank Officers View Their Behavior

Abstract

The study focuses upon two dimensions of particularly effective interpersonal behavior in an organizational setting. Bank officers who saw themselves as expressive and assertive, depending on the demands of the situation, were judged by their superiors as more interpersonally skillful than those capable of only one or neither of these two kinds of behavior. This dual ability extended to interactions with clients, colleagues, superiors, and a generalized work style. The findings for this context describe the nature and quality of interpersonal skill required for on-the-job effectiveness, and thus provide an empirical basis for improving organizational functioning through specific interpersonal behavior skill training.