This study examines the relative roles of cultural background and degree of industrialization in the managerial beliefs of a sample of Greek managers.1 Findings are compared with the previous results reported by Haire, Ghiselli, and Porter (1966) and Clark and McCabe (1970). The Greeks were as inconsistent as those in these two previous studies in displaying little belief in their subordinates' capacities for leadership and initiative while advocating the practice of participative management. On two beliefs (capacity for leadership and initiative and belief in internal control) the Greeks tended to cluster with a Latin-European cluster, thereby suggesting a cultural explanation. On the other hand, regarding beliefs in sharing information with subordinates and participative management the Greeks clustered with a developing countries cluster, thereby suggesting an industrialization explanation. Exclusive focus on either explanation of managerial attitudes and beliefs does not seem warranted.

Role diversity-operationalized by the number of relevant role senders-job level, subunit size, and company size are examined in this paper as determinants of perceived managerial satisfaction. Perceived need satisfaction, need fulfillment deficiency, need importance, and possibility of need fulfillment serve as the dependent variables. Role diversity and job level are found to be more significantly related to need satisfaction and possibility of need fulfillment than subunit or company size. Results are interpreted in the context of role theory and previous research by Porter. Administrative implications are suggested in the areas of reward system design and managerial motivation.