Managerial behaviors and work group climate as predictors of employee outcomes

Employee satisfaction and quality of worklife continue to be significant concerns for HRD and organizational change efforts in contemporary organizations. One area that can have a major impact on people's attitudes in the workplace and yet is highly susceptible to intervention is individual behavior. Behaviors exhibited by leaders, managers, and work group members all have an effect on employees' attitudes and perceptions about their work and their organization. This article attempts to extend existing research by presenting an analysis of the predictive relationships of various aspects of managerial behavior and work group climate on employee outcomes—on feelings of satisfaction, contribution, and team spirit. Results are based on 1, 428 survey responses collected during an organizational change effort in the marketing and sales division of an international pharmaceuticals company. Overall, different types of behaviors for senior managers, immediate supervisors, and work group members were found to be significantly related to employee attitudes and perceptions. Results are discussed in terms of implications for the management of marketing‐ and sales‐based organizations. Limitations and suggestions for future research are also addressed.