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Research shows that the style used by a supervisor to manage his/her subordinates determines the organizational climate perceived by the latter. At the same time literature argues that organizational climate perceptions affect the work performance of the subordinates. Most of this research has been conducted with samples of managers from North America and Europe. Nevertheless employee management tends to be highly determined by the characteristics of local culture. This paper presents the results of a study about the managerial styles used by a sample of Chilean managers and its relationship to the organizational climate perceived by their subordinates. Two measures of managerial styles perceptions are used to predict the subordinate's organizational climate perceptions. These results are discussed in consideration of previous literature, local results are compared to those obtained in other cultures, and findings are discussed in relation to local work culture. [ABSTRACT FROM AUTHOR]

Firm growth has been a focus of attention for a large number of studies. However, the influence of a firm's manager is still absent from many of these analyses. Departing from the data of the Longitudinal Survey of Businesses from Chile, the aim of this article is to analyse the relationship between innovation and firm growth depending on the sex of the leader between 2007 and 2015. Applying econometric models of quantiles with fixed effects, the results reveal that there is a positive relationship between innovation, firms led by women and sales growth. In particular, male managers exert a negative impact on the firm growth. This impact is particularly more important for non-innovative firms. Finally, the growth rate increases if a female manager replaces to a male manager. Conversely, the growth rate decreases if a male manager replaces a female manager. [ABSTRACT FROM AUTHOR]

The question of how leaders' expressions of anger influence employees have been the subject of considerable scholarly debate. So far, however, research on the consequences of angry leadership has predominantly focused on the effects of supervisor expressions of anger, neglecting the potential influence of higher-level managerial anger. In this study, we integrate the emotions as social information theory with the adapted elaboration likelihood model to examine how manager anger trickles down across organizational hierarchical levels (i.e., managers, supervisors, and employees) to affect employee moral behaviour. Results of a multi-source field study conducted in Chile demonstrate that perceptions of manager moral behaviour and supervisor servant leadership serially mediate a negative relationship between manager anger and employee moral behaviour. Furthermore, counter to our predictions, trait negative affectivity of supervisors did not moderate the trickle-down relation of manager anger on employee moral behaviour. Our research elucidates the process by which manager anger can "set the tone" in an organization and trickle down across hierarchical levels to predict the moral behaviour of employees. [ABSTRACT FROM AUTHOR]

The article examines the effects of an uncertain political environment for the business management of private enterprise. It determines that political rather than economic is the best criteria in selecting the top business officials and influences that guide their conduct. Business firms are required that their businessmen will dedicate the major portion of their attention to political activity, for the preservation of its existence, in which the result, is the negligence of the firm's internal organization and management.