A Component Factor Analysis of the Initiating Structure Scale of the Leadership Behavior Description Questionnaire, Form XII

1983 ◽  
Vol 52 (1) ◽  
pp. 71-77 ◽  
Author(s):  
Steven E. Markham ◽  
K. Dow Scott
Keyword(s):  
Factor Analysis ◽  
Correlation Matrix ◽  
Group Membership ◽  
Leadership Behavior ◽  
Unit Level ◽  
Initiating Structure ◽  
Component Factor ◽  
Questionnaire Form ◽  
Behavior Description

Responses of 175 persons in a workforce to the Initiating Structure scale of the Leadership Behavior Description Questionnaire, Form XII, were factor analyzed. The correlation matrix was recomputed for the supervisory unit level and for the residual scores of individuals after removal of the effects of group membership using the technique recommended by Dansereau, Alutto, Markham, and Dumas (1982). Comparisons of the component matrices indicated that using group-oriented leadership questions does not guarantee group-oriented results.

On the Independence of Consideration and Initiating Structure: A Factor Analysis of the Leader Behavior Description Questionnaire

1977 ◽  
Vol 41 (2) ◽  
pp. 431-434
Author(s):  
Joseph C. Bledsoe ◽  
Sidney E. Brown
Keyword(s):  
Factor Analysis ◽  
Public School ◽  
Short Form ◽  
Leader Behavior ◽  
School Superintendents ◽  
Single Factor ◽  
Public School Superintendents ◽  
Initiating Structure ◽  
Two Factors ◽  
Behavior Description

A factor analysis of responses from 136 Georgia public school superintendents to the short-form Leader Behavior Description Questionnaire yielded a single factor, Global Perceptions of Leader Behavior, instead of the usual two factors, Consideration and Initiating Structure. This factor accounted for 41.1% of the variance. The two factors were correlated .69. Plausible interpretations of the nonindependence for this population were discussed.

scholarly journals GAYA KEPEMIMPINAN DAN KEPUSAN KERJA DI PERUM PERUMNAS REGIONAL III

2013 ◽  
Vol 2 (2) ◽  
pp. 125
Author(s):  
Lia Kusuma Pratiwi ◽  
Herwindo Haribowo
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Initiating Structure ◽  
Job Satisfaction Survey ◽  
Ex Post ◽  
Ex Post Facto ◽  
The Difference ◽  
Behavior Description

Abstract The aim of this study is to know the difference of leadership styles and job satisfaction in PERUM PERUMNAS REGIONAL III. The research was held in PERUM PERUMNAS REGIONAL III, Jakarta on June – September 2013. This research used quantitative ex-post facto research method. Data were collected using scale of LBDQ XII (Leadership Behavior Description Questionnaire) and scale JSS (Job Satisfaction Survey), were assessed among 129 outpatients. Statistical analysis was done using the Analysis of Varians with SPSS version 17.00. The results of the study shows that on the interaction between initiating structure and consideration to job satisfaction significance at the level of 0,044. This shows that there are significant differences in the job satisfaction in terms of the interaction between initiating structure leadership style and consideration. Keyword : Initiang Structure, Consideration, Job Satisfaction

scholarly journals Leadership Behaviors of Superintendent/Principals in Small, Rural School Districts in Texas

2018 ◽  
Vol 29 (3) ◽  
Author(s):  
Maria T. Canales ◽  
Carmen Tejada-Delgado ◽  
John R. Slate
Keyword(s):  
School Districts ◽  
School Board ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Rural School ◽  
School Board Presidents ◽  
Rural School Districts ◽  
Questionnaire Form ◽  
Behavior Description ◽  
Small Rural School

In this study, 206 teachers, 35 school board presidents, and 37 superintendents/principals (n = 278) were surveyed regarding their views of effective leadership behaviors demonstrated by school leaders with dual role responsibilities through serving as both a school principal and as a superintendent in small rural school districts. Data were collected through use of the Leadership Behavior Description Questionnaire Form XII and the Leadership Behavior Description Questionnaire Form XII Self. Of the 12 leadership domains assessed through use of this measure, statistically significant differences were yielded on 6 of the 12 leadership areas: Representation; Demand Reconciliation; Tolerance of Uncertainty; Persuasiveness; Initiation of Structure; and Role Assumption. Superintendents/principals reported lower scores in these areas than did teachers and/or school board presidents. Implications of these findings are discussed.

scholarly journals Leadership behavior of deans as a determinant of faculty job satisfaction and job commitment

2021 ◽  
Vol 12 (3) ◽  
pp. 58
Author(s):  
Naressia Seludo Ballena
Keyword(s):  
Job Satisfaction ◽  
Leadership Behavior ◽  
Faculty Members ◽  
Nursing Schools ◽  
National Capital Region ◽  
Job Commitment ◽  
Initiating Structure ◽  
Faculty Job Satisfaction ◽  
Behavior Description ◽  
School Classification

Background: Faculty job satisfaction and commitment contribute to the success of academic programs of a college. The main purpose of the study was to determine the relationship of leadership behavior of the deans of nursing colleges to the job satisfaction and job commitment of the faculty members.Methods: The study used a descriptive correlational design. Twenty deans and 100 faculty members from 20 nursing colleges in the National Capital Region, Philippines participated. Survey instruments used were the (1) modified Leader Behavior Description Questionnaire, (2) modified Minnesota Job Satisfaction Questionnaire, and (3) Job Commitment Questionnaire. Leadership behavior was measured based on the “initiating structure” and “consideration” dimensions.Results: Deans of nursing schools viewed their leadership behavior as “highly initiating” (M = 44.0, SD = 5.61) and “very highly considerate” (M = 50.1, SD = 4.99). Assessment of faculty members revealed congruent findings for the leadership dimensions of initiating structure (M = 46.6, SD = 3.83) and consideration (M = 49.9, SD = 2.66). Faculty members were generally “satisfied” (M = 4.20, SD = .25) and “committed” (M = 4.00, SD = .23) to their teaching job. Among the recently established colleges, the “initiating structure” dimension was highly positively correlated with job commitment of faculty members, r = .82, p < .05. There were no statistically significant relationships between the school classification, and the job satisfaction and job commitment of nursing faculty members.Conclusions: Measures must be instituted to improve the “initiating structure” behavior of deans of recently established nursing schools to increase job commitment of faculty members. Other factors associated with job satisfaction and job commitment should be explored.

Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

2020 ◽  
Vol 36 (5) ◽  
pp. 852-863 ◽  
Author(s):  
George Gunnesch-Luca ◽  
Klaus Moser
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
German Language ◽  
Individual Level ◽  
Unit Level ◽  
Confirmatory Factor ◽  
Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

The Structure Among Measures of Personality, Social Attitudes, Values, and Social Norms

2007 ◽  
Vol 28 (4) ◽  
pp. 240-251 ◽  
Author(s):  
Lazar Stankov
Keyword(s):  
Factor Analysis ◽  
Individual Differences ◽  
Social Norms ◽  
Social Interactions ◽  
Correlation Matrix ◽  
Social Attitudes ◽  
Group Differences ◽  
Factor Scores ◽  
Ethnic Group Differences ◽  
Inside Out

Abstract. This paper presents the results of a study that employed measures of personality, social attitudes, values, and social norms that have been the focus of recent research in individual differences. These measures were given to a sample of participants (N = 1,255) who were enrolled at 25 US colleges and universities. Factor analysis of the correlation matrix produced four factors. Three of these factors corresponded to the domains of Personality/Amoral Social Attitudes, Values, and Social Norms; one factor, Conservatism, cut across the domains. Cognitive ability showed negative correlation with conservatism and amoral social attitudes. The study also examined gender and ethnic group differences on factor scores. The overall interpretation of the findings is consistent with the inside-out view of human social interactions.

Professional Stress among Junior Commissioned Officers and Non Commissioned Officers of Indian Military Intelligence – A Case Study

GIS Business ◽  
2019 ◽  
Vol 14 (6) ◽  
pp. 133-145
Author(s):  
Dr. S. S. Nirmala ◽  
Dr. N. Kogila ◽  
T. Porkodi
Keyword(s):  
Factor Analysis ◽  
Correlation Matrix ◽  
Null Hypothesis ◽  
Primary Data ◽  
Questionnaire Data ◽  
Military Intelligence ◽  
Sphericity Test ◽  
Professional Stress ◽  
Structured Questionnaire

The present study is focusing on the professional stress on organisation among the Junior Commissioned Officers (JCOs) and Non-Commissioned Officers (NCOs) of Indian Military Intelligence. 384 samples of Military Intelligence personnel will be taken for this study. Sources of data is Primary data include a structured questionnaire. Data was collected through structured questionnaire and measure through Likert’s scale, using KMO measure of sampling adequacy, Cronbach’s alpha for checking internal consistency, Bartlett sphericity test for testing the null hypothesis and various factor analysis including Eigenvalues, Extract square Sum loading, variance percent and Accumulation percent values relative comparison and Correlation matrix will be used as tools to arrive at desired results and statistical interpretations. The hypotheses put for test and the resultant values at 0.01 and 0.05 (for different factors) clearly indicated that there is an existence of association between different level of cadres and professional stress among personnel of Indian Military Intelligence. The authority who can formulate the rules and regulations and binding them on the lower cadres and professions to accept and adopt.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

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