Management behavior, group climate and performance appraisal at NASA

Abstract

The relationships among manager behavior, group climate and managerial effectiveness are examined. Survey data were collected from 435 GM14-15 managers and their subordinates at NASA concerning management practices and perceptions of the group environment. Performance ratings of managers were obtained from their superiors. The results strongly supported a causal model in which subordinates' climate perceptions mediate the effects of manager behavior on performance. That is, the development of group climate provides the process through which the effects of manager practices may be understood. Analyses also revealed that the function performed by a manager and his group (e.g., research) influenced the specific nature of the causal dynamics. Some implications of the results for management training and development are discussed.