Definitely not a breeze: extending an operant model of effective supervision to teams

Article Abstract:

To identify what leaders ought to do to orchestrate optimal team performance, an expanded model of effective supervision was tested in a setting combining realism, control, and clear-cut outcomes. The components of the empirically based operant model - monitoring and consequences - were extended to tasks requiring the integration of team efforts. A sailboat regatta was arranged, with series standings as the primary measure of supervisory effectiveness. Using the Operant Supervisory Team Taxonomy and Index, trained observers recorded skippers' (N = 19) actions. As predicted, racing success correlated significantly (p < .05) with monitors and consequences (r = -.51 and -.47, respectively) during the actual races. The relationship between the model's two critical behaviors and an unfiltered measure of effectiveness has implications for the group and leadership literatures as well as for management practices. (Reprinted by permission of the publisher.)

Leadership, Supervisors, Teamwork (Sports)

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Toward effective supervision: an operant analysis and comparison of managers at work

Article Abstract:

Using the Operant Supervisory Taxonomy and Index (OSTI), researchers tested two extreme groups of managers. The first group included 12 managers rated in the top 28 percent in terms of motivating others; the other group has 12 managers in the bottom 28 percent. A total of 465 30-minute observations were made of the groups. The results showed that performance monitors and consequences were more commonly used by effective managers. Work sampling was the form of monitoring used most frequently by good managers.

Models, Case studies, Management research

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Development of an operant-based taxonomy and observational index of supervisory behavior

Article Abstract:

The Operant Supervisory Taxonomy and Index (OSTI) measures seven categories of supervisory behavior: performance consequences, performance monitors, performance antecedents, own performance, work related, non-work related and solitary. With the OSTI, an observer can tell how much time a manager spends within each category. Field tests of the OSTI that observed theater and bank managers are described.

Analysis, Testing, Management

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