Individual Difference Correlates of Two Leadership Styles

1986 ◽  
Vol 59 (2) ◽  
pp. 817-818
Author(s):  
Jeffery S. Schippmann ◽  
Erich P. Prien
Keyword(s):  
Individual Differences ◽  
Leadership Styles ◽  
Individual Difference ◽  
Leadership Style ◽  
Initiating Structure ◽  
Item Questionnaire ◽  
Leadership Opinion Questionnaire

The Leadership Opinion Questionnaire (Fleishman, 1969) is a 40-item questionnaire designed to measure two important dimensions of leadership style, consideration and initiating structure. This research provides evidence from one sample which contradicts previous results involving this instrument and technically does not support the view that these two styles of leadership are unrelated to each other or to other measures of individual differences.

Leadership Styles of Entrepreneurial Women in Eastern China: Characteristics and Differences

2013 ◽  
Vol 41 (3) ◽  
pp. 421-431 ◽  
Author(s):  
Chengyan Li ◽  
Lili Bao ◽  
Qiang Jiang
Keyword(s):  
Leadership Styles ◽  
Empirical Research ◽  
Leadership Style ◽  
Women Entrepreneurs ◽  
Eastern China ◽  
Zhejiang Province ◽  
Entrepreneurial Activity ◽  
Initiating Structure ◽  
Per Se

A number of studies have recently been conducted on entrepreneurship of women. In one study the researchers found that gender had an impact on entrepreneurial activity (Mueller & Conway Dat-On, 2008) and the characteristics of entrepreneurial women per se became the focus of research. In our empirical research we explored the characteristics of, and differences among, the leadership style of a sample of 225 entrepreneurial women from Zhejiang Province and Shanghai in eastern China. We found that the majority of these women adopted an achievement-oriented style of leadership, that is, a style consisting of high initiating structure and high consideration. We found differences in the consideration leadership style of the women according to the type of enterprise in which they were working; in addition there were differences in both initiating structure and consideration leadership styles of the women entrepreneurs according to the length of time that the enterprise in which the women were working had been established.

Leadership Style and Leniency Bias in Evaluation of Employees' Performance

1980 ◽  
Vol 46 (3) ◽  
pp. 735-739 ◽  
Author(s):  
A. Drory ◽  
A. Ben-Porat
Keyword(s):  
Performance Appraisal ◽  
Leadership Style ◽  
Industrial Plant ◽  
Initiating Structure ◽  
Evaluation Of Performance ◽  
Leniency Bias ◽  
Leadership Opinion Questionnaire ◽  
The Relationship

The relationship between leadership style and leniency in merit rating of subordinates was examined in this study. The sample of 35 superiors were in an industrial plant in Israel. The subjects completed the leadership Opinion Questionnaire and assessed their subordinates on the company's standard performance appraisal form of 15 evaluation items. Initiating structure was strongly related to leniency in evaluation of subordinates and in particular to the appraisal of task-related items. Consideration was related only to the appraisal of task-related items. The results are discussed in terms of their implications to development of management and evaluation of performance.

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

A test of three basic assumptions of Situational Leadership® II Model and their implications for HRD practitioners

2017 ◽  
Vol 41 (3) ◽  
pp. 241-260 ◽  
Author(s):  
Drea Zigarmi ◽  
Taylor Peyton Roberts
Keyword(s):  
Leadership Styles ◽  
Human Resource Development ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Situational Leadership ◽  
Content Type ◽  
Initiating Structure ◽  
Direct Reports ◽  
Mean Differences ◽  
Job Affect

Purpose This study aims to test the following three assertions underlying the Situational Leadership® II (SLII) Model: all four leadership styles are received by followers; all four leadership styles are needed by followers; and if there is a fit between the leadership style a follower receives and needs, that follower will demonstrate favorable scores on outcome variables. Design/methodology/approach For the first and second assertions, a proportional breakdown of the four leadership styles observed within a sample of working professionals is presented and discussed. Regarding the third assertion, for ten outcome variables, multiple one-way analyses of variance tested mean differences between followers who experienced leadership style fit (i.e. a fit between received and needed style) and followers who did not experience fit (n = 573). Subscale scores from the Leader Action Profile, the Work Intention Inventory, the Positive and Negative Affect Scale and an adapted form of the Affective/Cognitive trust scale (McAllister, 1995) were used as study measures. Findings Three of the four leadership styles of the SLII framework were reported as frequently received. All four of the leadership styles were reported as needed. This study also found that follower-reported fit between one’s needed and received leadership style at work resulted in more favorable scores on nine of the ten employee outcomes, as compared to follower-reported misfit. Practical implications As human resource development practitioners seek to educate and train their leaders on how to be more effective with their direct reports, this research provides evidence that all four styles are needed and received, although there were lower instances of reporting the S1 style to be needed or received. Also, the findings demonstrated that when followers view a fit exists between the leadership behaviors they need and the leadership behaviors they receive, greater positive job affect, lower negative job affect, increased cognitive and affective trust in the leader and higher levels of favorable employee work intentions were evident. Originality/value This paper builds on the resurgence of studies examining initiating structure and consideration as leader behaviors. This is one of very few recent studies that, by combining initiating structure and consideration, reinvestigates the four leadership styles established by past contingency theories. Specifically, the authors used the SLII framework as a foundation for analysis. Overall, the study supports three of the major assumptions of the SLII framework.

scholarly journals Followers’ preference for consideration and initiating structure leadership styles: Evidence from the laboratory

2019 ◽  
Author(s):  
Katharina Gangl ◽  
Johanna Prüfer ◽  
Stefan Schulz-Hardt
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Gender Effects ◽  
Work Outcomes ◽  
Group Leaders ◽  
Initiating Structure ◽  
Achievement Motive ◽  
Lab Experiments ◽  
Leadership Research ◽  
Positive Work

Decades of leadership research have shown that the two classical leadership styles of consideration and initiating structure robustly predict positive work outcomes, such as satisfaction or performance. In contrast, relatively little is known about whether these leadership styles also predict the emergence of leadership, and which factors might moderate followers’ preference for a particular leadership style. Across three lab experiments (N = 567) where participants were confronted with written or videotaped descriptions of potential group leaders, we examined followers’ leadership preference and whether followers’ personality and motives, or followers’ or leaders’ gender determine such a preference. Results showed that, although consideration leaders are liked more and initiating structure leaders are seen as more qualified, the two leadership styles are overall equally preferred. Followers’ openness is related to a preference for consideration, whereas the achievement motive is related to a preference for initiating structure. Results showed no evidence for general gender-effects in leadership preferences that are predicted in the literature.

Self-Reported Sense of Smell Predicts Disgust Sensitivity and Disgust Reactivity

2018 ◽  
Vol 39 (4) ◽  
pp. 191-195
Author(s):  
Nicholas J. Kelley ◽  
Adrienne L. Crowell
Keyword(s):  
Individual Differences ◽  
Individual Difference ◽  
Olfactory Stimulus ◽  
Disgust Sensitivity ◽  
Sense Of Smell ◽  
Olfactory Ability ◽  
Good Proxy ◽  
Insight Into

Abstract. Two studies tested the hypothesis that self-reported sense of smell (i.e., metacognitive insight into one’s olfactory ability) predicts disgust sensitivity and disgust reactivity. Consistent with our predictions two studies demonstrated that disgust correlates with self-reported sense of smell. Studies 1 and 2 demonstrated, from an individual difference perspective, that trait-like differences in disgust relate to self-reported sense of smell. Physical forms of disgust (i.e., sexual and pathogen disgust) drove this association. However, the association between self-reported sense of smell and disgust sensitivity is small, suggesting that it is likely not a good proxy for disgust sensitivity. The results of Study 2 extended this finding by demonstrating that individual differences in self-reported sense of smell influence how individuals react to a disgusting olfactory stimulus. Those who reported having a better sense of smell (or better insight into their olfactory ability) found a disgusting smell significantly more noxious as compared to participants reporting having a poor sense of smell (or poor insight into their olfactory ability). The current findings suggest that a one-item measure of self-reported sense of smell may be an effective tool in disgust research.

Cognitive Reflection Effects on Time Discounting

2018 ◽  
Vol 39 (2) ◽  
pp. 99-106 ◽  
Author(s):  
Michał Białek ◽  
Przemysław Sawicki
Keyword(s):  
Individual Differences ◽  
Individual Difference ◽  
Delay Discounting ◽  
Reference Point ◽  
Reference Points ◽  
Cognitive Reflection Test ◽  
Process Information ◽  
Time Discounting ◽  
Cognitive Reflection ◽  
The Way

Abstract. In this work, we investigated individual differences in cognitive reflection effects on delay discounting – a preference for smaller sooner over larger later payoff. People are claimed to prefer more these alternatives they considered first – so-called reference point – over the alternatives they considered later. Cognitive reflection affects the way individuals process information, with less reflective individuals relying predominantly on the first information they consider, thus, being more susceptible to reference points as compared to more reflective individuals. In Experiment 1, we confirmed that individuals who scored high on the Cognitive Reflection Test discount less strongly than less reflective individuals, but we also show that such individuals are less susceptible to imposed reference points. Experiment 2 replicated these findings additionally providing evidence that cognitive reflection predicts discounting strength and (in)dependency to reference points over and above individual difference in numeracy.

Neuroimaging of Individual Differences: A Latent Variable Modeling Perspective

2018 ◽  
Author(s):  
Shelly Renee Cooper ◽  
Joshua James Jackson ◽  
Deanna Barch ◽  
Todd Samuel Braver
Keyword(s):  
Individual Differences ◽  
Individual Difference ◽  
Latent Variable ◽  
Structural Equation ◽  
Behavioral Measure ◽  
Equation Modeling ◽  
Latent Variable Modeling ◽  
Psychometric Theory ◽  
Human Connectome Project ◽  
Neuroimaging Data

Neuroimaging data is being increasingly utilized to address questions of individual difference. When examined with task-related fMRI (t-fMRI), individual differences are typically investigated via correlations between the BOLD activation signal at every voxel and a particular behavioral measure. This can be problematic because: 1) correlational designs require evaluation of t-fMRI psychometric properties, yet these are not well understood; and 2) bivariate correlations are severely limited in modeling the complexities of brain-behavior relationships. Analytic tools from psychometric theory such as latent variable modeling (e.g., structural equation modeling) can help simultaneously address both concerns. This review explores the advantages gained from integrating psychometric theory and methods with cognitive neuroscience for the assessment and interpretation of individual differences. The first section provides background on classic and modern psychometric theories and analytics. The second section details current approaches to t-fMRI individual difference analyses and their psychometric limitations. The last section uses data from the Human Connectome Project to provide illustrative examples of how t-fMRI individual differences research can benefit by utilizing latent variable models.

It Takes Two to Make an Interview Go Right: Round-Robin Designs to Demonstrate Interviewer and Witness Variance

2018 ◽  
Author(s):  
Charlotte A. Hudson ◽  
Liam Satchell ◽  
Nicole M Adams-Quackenbush
Keyword(s):  
Grain Size ◽  
Individual Differences ◽  
Individual Difference ◽  
Round Robin ◽  
Investigative Interviews ◽  
Sources Of Variation ◽  
Interview Performance ◽  
Report Accuracy ◽  
Statistical Demonstration

Purpose: Investigative interviews are complex, dyadic, activities typically studied by focusing on developing techniques to improve witness performance. However, in field settings, interviewers are known to vary in their presentation of good interviewing practice. Thus, it is important to conduct research reflective of complex idiosyncrasies in witnesses, interviewers and unique pairings of both. This study explores such sources of variation in an by making use of a 'round-robin' design. Such methodology allows the statistical demonstration of individual difference and unique partner-generated variance in interview performance. Methods: In our study, a total of 45 witnesses were questioned about five real crime videos. After witnessing each event, witnesses were interviewed by a different interviewer (or a computer self-administered interview). In total, nine 'rounds' of interviews occurred, with five new witnesses being interviewed in the same five interview settings (resulting in 225 interviews). After each interview both interviewers and witnesses were asked to complete subjective interview experience ratings. The quality (grain size) and quantity of information in the statements was coded to index witness report accuracy. Results: Principally, the results demonstrate the degree to which witnesses and interviewers affect statement quality, and highlight the influence of unique interviewer-witness pairs. (Participant personality and interviewer behaviour were also analysed, but with limited effects). Conclusion: This study presents the useful round-robin methodology for studying interviewer-witness behaviour. Whilst the current personality and behavioural measures do not account for these individual differences, we advocate this methodology be adopted more widely to better understand interview performance.

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

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