The technical supervisor as captain and catalyst

Technical supervisors can increase the performance and job satisfaction of their subordinates indirectly by acting as catalysts, and directly by acting as captains. Findings from a study of 2172 technical professionals suggest that technical, but mainly people and administrative skills, help supervisors act as catalysts. In contrast, the findings also suggest that although people skills help supervisors act as captains, technical skills help supervisors only marginally, and administrative skills mainly detract them from acting as captains. Moreover, the findings suggest that the more supervisors act as catalysts, the less supervisors act as captains. The implications of the findings are discussed.