The Direct Effects of Field of Practice on Core Managerial Role Competencies: A Study Across Three Types of Public Sector Human Service Agencies

摘要

The direct effects of field of practice on managerial action has received minimal empirical attention within the social work management literature. The present study addressed the issue by surveying 81 public managers responsible for three types of county-based human service agencies across the state of New York. Consistent with Yukl's (2004) flexible leadership theory, child welfare managers reported engaging in the criterion measure, human relations activity, significantly more than senior service managers. Unexpectedly, a significant difference also was found between employment and senior service managers; however, none was noted for child welfare and employment service managers. The findings are discussed, along with implications for social work management practice and research.