The Correlation between Managers’ Thinking Style and Their Productivity (Case Study of Tehran Organization for Civil Registration)

Abstract

Abstract. While all organizations are subject to change and all organizations are seeking for ways to enhance their performance, and since each of the managers’ thinking style influences their behavior, all organizations are struggling to serve their clients and obtain their consent, the need to investigate the relationship between thinking style and productivity of managers is inevitable. This study aims to investigate the relationship between thinking style and productivity of managers in Tehran organization for civil registration. The research was conducted in descriptive and correlational method. The population was 400 managers of Tehran organization for civil registration. 196 managers were chosen randomly as research sample. The research tools used in this study were Sternberg-Wagner (1992) thinking styles questionnaire and Hersey-Goldsmith productivity questionnaire (1980). Both questionnaires were given to managers and they scored themselves. Using Cronbach’s alpha, the reliability of thinking style questionnaire (the mean value for legislature, executive and judicial styles) was 0.99 and for productivity questionnaire was 0.98. Data were analyzed using the Pearson correlation coefficient, paired t-test, and averages test. The results showed that all thinking styles have a positive impact on productivity of managers at Tehran organization for civil registration. However, the executive style had the most influence on productivity of the managers at Tehran organization for civil registration, that is the more thinking style of managers tend to the executive thinking style, they will be more productive.