International Journal of Research and Scientific Innovation (IJRSI) | Volume V, Issue II, February 2018 | ISSN 2321–2705

Interpersonal Style Orientation of Managers – A Literature Review

Neha Joshi¹, Dr. Ashish Sinha²

¹Assistant Professor, DIT University, Dehradun, India
²Assistant Professor, Doon University, Dehradun, India

Abstract: -Interpersonal style orientation of any employee is the backbone of organizational performance and developing its culture and climate. Studies have revealed that Managers who tend to be effective in their leadership styles as far as coordinating and directing their subordinates is concerned are more successful than those who lacks these styles. A useful conceptual framework to describe an individual style is Transactional Analysis. TA is quite popular and two basic concepts can be used to understand influence styles, the Ego States and the Existential Positions. Interpersonal relations have been found to be an integral part of the job world over and several studies have established their importance in formal organizations, especially for effective decision making and implementation of decisions. The current paper is a base for identifying various styles and techniques which researchers have found after extensive analysis over past few decades. It is a conceptual framework of identifying these factors and also to look into the gap which still exist within this broad spectrum of interpersonal styles and relationships existing in the organization.

Keywords: Interperosnal styles, transactional analysis, Leader member Exchange (LMX) relationship.

I. INTRODUCTION

Interpersonal relations have been found to be an integral part of the job world over and several studies have established their importance in formal organizations, especially for effective decision making and implementation of decisions. Despite interesting insights offered by numerous studies of interpersonal relations over the past four decades, more remains to be learned about the underlying bases of interpersonal behavior. The present study covers one such major underreported aspect of the employees working in the banking sector, the differences arising due to their interpersonal behavior specifically that of the managerial and non managerial cadre and impact on the work climate and the need to bridge these differences. This is a review paper based on the in-depth analysis of various studies conducted by researcher extensively across the globe.