Microsoft Word 2007 ichrie conference Proceedings Final-Final 06-06-07. doc

 
2007 Annual International CHRIE Conference & Exposition 
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Management Style 
While career development theories are of particular interest for the current study, management style 
theories are also of vital importance. The current study pays special attention to the management styles employed 
by the general manager respondents. 
One of the more famous and earliest managerial style theories was created by Blake and Mouton (1964).
Blake and Mouton developed five leadership styles which were situated on a grid according to the amount of 
concern by a manager regarding “people” and the “organization.” As that concern increases, the manager moves 
from one leadership style to another. For instance, someone who is particularly concerned about people, but less 
concerned with the efficiency of the organization would be a 9,1 manager. Whereas someone who is moderately 
concerned about both would be classified as a 5,5 manager and someone with high concern for both organizational 
and personal efficiency would be considered 9,9. 
Some of the variables affecting management style provided in previous research were cultural norms, 
communication, leadership, negotiation, organizational structure and control, and empowerment (Conger & 
Kanungo, 1998; Claes, 1999; Lee, et al., 2000). Research conducted by Nebel (1991) which involved interviews 
and observations of hotel GMs found that GMs were most insistent on the importance of the leadership dimension 
and that GMs often developed a leadership style based on their own personalities and out of necessity dictated by 
their organization and employees. Negotiation and organizational structure were additional variables affecting 
management style. 
Based on the literature review the Career Theory Model was developed (Figure 1).