The technical supervisor as captain and catalyst

Document Type

Conference Proceeding

Publication Date

1-1-2002

Abstract

Technical supervisors can increase the performance and job satisfaction of their subordinates indirectly by acting as catalysts, and directly by acting as captains. Findings from a study of 2172 technical professionals suggest that technical, but mainly people and administrative skills help supervisors act as catalysts. In contrast, the findings also suggest that although people skills help supervisors act as captains, technical skills help supervisors only marginally, and administrative skills mainly detract them from acting as captains. Moreover, the findings suggest that the more supervisors act as catalysts, the less supervisors act as captains. The implications of the findings are discussed.

Identifier

0036438957 (Scopus)

Publication Title

IEEE International Engineering Management Conference

First Page

274

Last Page

279

Volume

1

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