Browsing by Author "JOAN J. MICHAEL, Ph.D., Committee Co-Chair"

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    Does Working for a Better Performing Boss Improve Subordinate Performance? A Longitudinal, Quasi-experimental Study
    (2007-04-25) Sloan, Stephanie Leigh; S. BARTHOLOMEW CRAIG, Ph.D., Committee Co-Chair; JOAN J. MICHAEL, Ph.D., Committee Co-Chair; SAMUEL B. POND, Ph.D., Committee Member; RICHARD M. BURTON, DBA, Committee Member
    The current study examined the relationship between supervisor and subordinate performance, explored the impact of supervisor performance on subordinate performance and performance change over time, and investigated whether supervisor performance has a stronger impact on subordinate performance over time than initial subordinate performance has on supervisor performance over time. This study utilized a longitudinal, quasi-experimental design with multiple sources of measurement. Multisource managerial performance ratings from 2001 to 2003 were obtained from a large multinational technology firm. Subordinates and their bosses' performance ratings from different sources were investigated by correlational and multiple regression analyses. Separate analyses were conducted on a subset of the subordinates who experienced a change in supervisor between years one (2001) and two (2002) and another subset who did not experience change in supervisor over the three year study. The correlational and predictive analyses revealed that supervisor performance and change in supervisor performance did not relate to or predict the performance or performance change of subordinates at the middle management level. Change in supervisor performance, specifically when a supervisor is replaced by another supervisor with a different level of performance, did not predict change in subordinate performance concurrently or over time. Finally, neither initial supervisor performance nor initial subordinate performance differentially predicted later subordinate or supervisor performance over time.