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The new generation of managers, with their new set of values, motivations, and expectations, could be a disappointment to U.S. corporations expecting strong leadership for the future. An examination of the Bell System over two decades indicated changes in the characteristics of its managers. The authors find similar evidence in the broader culture and trace the roots of the phenomenon, discussing possible directions for U.S. corporations.
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Howard et al. (1982) studied this question.
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