000			01443pab a2200181 454500
008			180718b2017 xxu||||| |||| 00| 0 eng d
100			_aRutherford, Amanda
245			_aThe role of managerial fit in determining organizational performance: an empirical assessment of Presidents in U.S. higher education
260			_c2017
300			_ap.764-778.
362			_aOct
520			_aThe question of managerial fit?the congruence between a manager and his or her environment?has become widely debated by policymakers, practitioners, and scholars from a number of fields as the occurrence of non-internal management hires has increased across many types of organizations. Although many assume that higher levels of fit in an organization will generate better performance, others argue that misfits are better suited at leading organizations as motivated change agents. In this study, a measure of person?organization fit is created using original cross-sectional time-series data on U.S. university presidents from 1993 to 2009. Findings indicate that maximizing fit is not always ideal and that fit has a nonlinear relationship with organizational performance such that some fit is healthy but high fit can be detrimental for student performance measures. - Reproduced.
650			_aEducation
650			_aManagerial fit
650			_aOrganizational performance
773			_aAmerican Review of Public Administration
909			_a116578
999			_c116572 _d116572