Leadership attitudes among public health officials.

Miles, Richard; Porter, Lauren; Craft, Judy

doi:10.2105/ajph.56.12.1990

Cited by 7 publications

(4 citation statements)

References 3 publications

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“…Lowin's "quantity" and "quality" concepts of participation are, in our view, closely related to two distinct theories of P D M which managers have shown to hold (Miles, 1964;Miles, Porter, and Craft, 1966;Miles and Ritchie, 1968). The simple, quantity concept of participation reflects the H u m a n Relations theory of PDM which managers tend to believe is appropriate for their subordinates, while the quality concept of participation emphasizes factors included in the Human Resources theory of PDM which managers appear to want their superiors to follow with them.…”

mentioning

confidence: 67%

“…Superiors' basic assumptions about their subordinates' capabilities were examined in a second section of the questionnaire, which was adapted from an instrument previously employed by Miles (1964), Miles et al (1966) and Miles and Ritchie (1968). I n this section, managers were asked to indicate the relative degree to which ten traits and abilities (i.e., Judgment, Creativity, Alertness, Dependability, Responsibility, Pride in Performance, Initiative, Self-Confidence, Long-Range Perspective, and Willingness to Change) were possessed by the typical member of each of four groups: (1) their superiors, (2) persons a t their own level, (3) their own immediate subordinates, and (4) low-level employees.…”

Section: Measure Of Attitudes Toward Subordinate Capabilitiesmentioning

confidence: 99%

“…Likert (1967) and Miles (1966) note that managers frequently believe that an organization can only move to P D M when things arc running smoothly and subordinates are cooperative.…”

mentioning

confidence: 99%

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An Analysis of Quantity and Quality of Participation as Mediating Variables in the Participative Decision Making Process

Ritchie

Miles

1970

Personnel Psychology

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RECENTLY, Lowin (1968) has suggested a framework for the analysis of the effects of participative decision making (PDM). His model defines a series of variables which may be expected to mediate the P D M process, limiting or enhancing its appropriateness and its impact on the attitudes and performance of organizational members. He argues against holistic conceptualization and research concerning PDM and in favor of studies aimed a t testing specific hypotheses related to his list of mediating variables.The study described here fits, we believe, in the framework described by Lowin, although the principal mediating variable examined in this research is not explicitly defined in his set of hypotheses. This study focuses on the effects of P D M on subordinate satisfaction with supervision and treats as a mediating variables the subordinate's perception of the amount of his participation and the superior's basic attitudes of trust and confidence in his subordinates. Lowin (1968, p. 80) suggests that to the extent which motives are important, actor attitudes and organizational effectiveness under P D M will vary directly with: H4 . . . the extent of PDM activities H5 . . . the relevance and importance of P D M activities H7 . . . the difficulty of the issues settled by P D M 347 tions, IV (1964), 77-91. Conceptual Framework and Hypotheses

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confidence: 67%

Section: Measure Of Attitudes Toward Subordinate Capabilitiesmentioning

confidence: 99%

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An Analysis of Quantity and Quality of Participation as Mediating Variables in the Participative Decision Making Process

Ritchie

Miles

1970

Personnel Psychology

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“…A study of the attitudes of public health officials in eight Western States (U.S.) on matters of leadership and administration has been reported by Miles et al ( 19) Their results indicate that public health administrators are practical theorists who hold definite ideas about how people should be organized, directed, and controlled. Differences existed among physicians, nurses, and other personnel in administrative positions.…”

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confidence: 99%