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Management Style as Strategic Interaction: The Case of Governor Ronald Reagan

Graduate School of Administration, University of California at Davis, Davis, California 95616 in October 1981.

Theories and typologies of management style typically focus on the form and amount of involvement a superior allows her or his subordinates in decision making. The author suggests that existing theories are limited because they fail to recognize that management style is not merely a property of the manager, but rather a group phenomenon and that management style is not unidirectional because subordinates actively respond to and may undermine a given style. The author uses a Weberian framework to examine a case of management style, that of Governor Ronald Reagan during his 1967-74 administration, to demonstrate how his style gave him strategic advantages vis-l-vis his subordinates, but how they were able to protect their own interests as well.

The Journal of Applied Behavioral Science, Vol. 17, No. 3, 291-308 (1981)
DOI: 10.1177/002188638101700303


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