Interpersonal Strategies in Transition.

摘要

The purpose of the study is to examine the transition in interpersonal strategies and relationship that occurs as an Army officer moves from the environment of operational troop command to that of the project management office and provide comment on the nature of the transition in general. The environmental factors of personality, subordinates, superiors, job demands, and organization were examined to see how they impacted on interpersonal strategies of both troop unit and project office. The influence of peers and associates as co-workers were examined in light of horizontal interpersonal relationships. The results of this examination were used to compare the two environments and arrive at conclusions regarding the transition. The significant conclusions were that the officers would most likely transition from an authoritarian leaning leadership to one less so and more democratic in that subordinates would be more involved in decision making. In addition, the officer would be required, due to a loss of position power, to rely on authority derived from personal power developed by human skills and technical expertise.