Beyond effective supervision: Identifying key interactions between superior and subordinate

Abstract This paper goes beyond the operant-based model of effective supervision by examining the process associated with one of its key behaviors—performance monitoring—and by drawing on the interactional perspective. A hypothesis that emphasizes the reciprocal and performance-related nature of the events set into motion by performance monitoring was proposed and tested. A randomized two-group experiment was conducted with 60 manager-subordinate pairs. A monitor group in which managers collected information (e.g., sampled the work) was contrasted with an antecedent group in which managers conveyed information (e.g., provided instructions). Using the Operant Superior-Subordinate Taxonomy and Index, trained observers coded both parties' behaviors every 5 seconds. As hypothesized, more subordinate discussions of their own performance and more superior consequences occurred in the monitor vs. antecedent group. Furthermore, the lag sequential analyses revealed a pattern of reciprocal interactions. Monitoring appeared to stimulate subordinates talking about their own performance; this, in turn, set the stage for managers to provide consequences and continue monitoring subordinates' performance. Thus, the documentation of the rich, yet subtle, interaction patterns helped explain the impact of performance monitoring.