An Examination of the Priming Effect as it Pertains to the Leader Behavior Description Questionnaire Form XII

1991 ◽  
Vol 68 (2) ◽  
pp. 515-520
Author(s):  
Thomas C. Head
1987 ◽  
Vol 60 (2) ◽  
pp. 479-487 ◽  
Author(s):  
H. John Bernardin

This study tested the hypothesis that “reciprocal leniency” moderated the relationship between Consideration scores on the Leader Behavior Description Questionnaire—Form XII and performance ratings. Reciprocal leniency was defined as a response style in which scores on the questionnaire are affected by harsh, lenient, or fair ratings made by the supervisor. Results partially supported the hypothesis.


2012 ◽  
Author(s):  
D. Scott DeRue ◽  
Jennifer D. Nahrgang ◽  
John R. Hollenbeck ◽  
Kristina Workman

1977 ◽  
Vol 41 (2) ◽  
pp. 431-434
Author(s):  
Joseph C. Bledsoe ◽  
Sidney E. Brown

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.


1981 ◽  
Vol 41 (4) ◽  
pp. 1093-1099 ◽  
Author(s):  
Chester A. Schriesheim

Two previous investigations revealed that grouping (rather than randomizing) questionnaire items measuring similar constructs (in subsections) resulted in impaired discriminant validity (Schrie-sheim and DeNisi, 1980) and that grouping also strengthened the impact of leniency response bias (Schriesheim, 1981). This study reanalyzed the data of the two earlier investigations to determine whether the impairment of the discriminant validity of the grouped questionnaire items might be due to spurious correlations attributable to leniency. The responses of thirty discount store employees to a questionnaire containing grouped items measuring leniency in leader behavior descriptions (Schriesheim, 1980) and four similar constructs from the Leader Behavior Description Questionnaire (Stogdill, 1963) and Four-Factor Theory Questionnaire (Taylor and Bowers, 1972) were examined for convergent and discriminant validity by using a traditional zero-order multitrait-multimethod correlation matrix analysis (Campbell and Fiske, 1959) and by statistically controlling the effect of spurious correlation attributable to leniency (by computing a first-order partial multitrait-multimethod correlation matrix, controlling for leniency as measured by the leniency scale). It was found that controlling for leniency resulted in a slight decrement in convergent validity, but that discriminant validity was substantially improved. Implications for questionnaire validity and further research are discussed.


Author(s):  
Annette E. Craven ◽  
Thun-Yun Kao

The purpose of this study was to investigate the relationship between Taiwanese executives leadership style and demographic characteristics in the high-tech Kun-Shan region of Mainland China using the leader Behavior Description Questionnaire (LBDQ).


1990 ◽  
Vol 4 (1) ◽  
pp. 59-70 ◽  
Author(s):  
Carey J. Snyder

The effects of leader behavior and organizational climate on the job satisfaction of intercollegiate coaches were analyzed. The 117 subjects represented 17 California colleges and universities. The instruments used in data collection were the Leader Behavior Description Questionnaire, the Organizational Climate Description Questionnaire, and the Job Descriptive Index. Statistical analysis revealed that the athletic director’s behavior and the climate had direct and indirect effects on job satisfaction. The degree of consideration shown by the athletic director had a strong effect on satisfaction with work and supervision. Coaches’ feelings of detachment and the lack of administrative support showed a negative relationship to satisfaction with work and supervision. Path analytic procedures showed male and female subjects differing with respect to the factors shaping job satisfaction. Consideration helped female coaches feel integrated into the department and supported by the administration. Male subjects viewed consideration as important to the development of morale and rapport with colleagues.


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