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Drivers of Managerial Behaviour

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Personal Values and Managerial Behaviour

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Abstract

The main purpose of this chapter is to consider the role and outline the drivers of managers’ behaviour for organizations. First, the chapter presents some possible approaches to empirically examining and measuring these drivers, and reveals a promising concept for values-culture-ethics-norms drivers. Studies have revealed fundamental behaviour drivers which we have utilized as building blocks in our study. Second, based on the abundant literature about behavioural drivers, we suggest a theoretical framework for broader consideration of drivers and correlations between drivers and managers’ behaviour. This framework will offer a broader sense of outlined drivers in the literature, with which we want to provide a comprehensive overview of important internal and external impacts on managers’ behaviour. Finally, the chapter discusses the changing role of important behaviour drivers in the current global environment. The discussion focuses on the role and importance of personal values in organizations in Slovenia and Austria, which will provide necessary additional knowledge for further discussion in subsequent chapters. In terms of theoretical applications, this chapter presents additional information for further study of managers’ behaviour drivers and their specifics in organizations which operate under various different circumstances. Practical applications focus on improvement of understanding of behaviour drivers, implementation of drivers in managers’ beliefs-values-attitudes-behaviour chains and recognition of drivers’ various characteristics under different circumstances.

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Authors and Affiliations

  1. Faculty of Economics and Business, University of Maribor, Maribor, Slovenia

    Zlatko Nedelko & Vojko Potocan

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  1. Zlatko Nedelko
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  2. Vojko Potocan
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Correspondence to Zlatko Nedelko .

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Nedelko, Z., Potocan, V. (2019). Drivers of Managerial Behaviour. In: Personal Values and Managerial Behaviour. Palgrave Pivot, Cham. https://doi.org/10.1007/978-3-030-19989-0_2

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