This article describes a set of processes involved in attaining
managerial effectiveness. These processes are components of an
adaptive self-regulation framework. They involve the active
management of constituencies' role expectations and performance
opinions through standard-setting, discrepancy-detection, and
discrepancy-reduction. These processes serve to enhance constituents'
opinions of the manager's effectiveness. Several social and contextual
factors that either facilitate or inhibit managers' self-regulation efforts
are identified and hypotheses to guide future empirical research are
offered.
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