Personality and Situational Effects on Leader Behavior.

Green, Stephen G.; Nebeker, Delbert M.; Boni, Marta

doi:10.2307/255771

Cited by 15 publications

(6 citation statements)

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“…Therefore, significant changes as the variable increases in extremes is not assessed, only the changes from the middle of the moderate range to the high range. This is the opposite problem that Green, Nebeker, and Boni (1976) had with their sample of male undergraduates. Their subjects were all placed in unfavorable situations and therefore, were unable to test the motivational hierarchy.…”

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confidence: 77%

“…Though the Contingency Model and the corresponding Leader Match training program (Fiedler &Chemers, 1984) are currently being used in research, there is a surprising lack of current research testing the validity of the motivational hierarchy hypothesis that attempts to explain the meaning of LPC. 1 4 Green, Nebeker, and Boni (1976) suggests that when placed in unfavorable situations in which the leader is under stress, high LPC leaders are more interpersonally oriented and low LPC are more task oriented. The study was done in a laboratory with undergraduate psychology students as subjects.…”

Section: Recent Researchmentioning

confidence: 99%

“…Each independent variable was added to the model one at a time. The change in the increment of variance accounted for due to the addition of the variable is reported in (Green, Nebeker & Boni, 1976;Michaelsen, 1973) Hypothesis 1 states in part that high LPC leaders in high control situations engage in more initiation of structure behaviors than high LPC leaders in low control situations.…”

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confidence: 99%

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The Least preferred co-worker scale as a predictor of leadership behavior in work settings

Streeter¹

2000

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confidence: 77%

Section: Recent Researchmentioning

confidence: 99%

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confidence: 99%

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The Least preferred co-worker scale as a predictor of leadership behavior in work settings

Streeter¹

2000

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“…The response from the same 67 managers showed a correlation of .421 between the relationships-motivated style and affiliation scores (Andersen, 1991a). Due to the number of critical judgments regarding the LPC instrument (e.g., Green, Nebeker, & Boni, 1976;Sashkin & Warner Burke, 1990;Schriesheim & Kerr, 1977), the application of the LPC instrument for testing the affiliation items turned out to be ill-chosen.…”

Section: The Test Of Validity Of the Affiliation Scorementioning

confidence: 99%

Managers’ Motivation Profiles: Measurement and Application

Andersen

2018

Sage Open

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One approach in leadership research describes the behavior or behavioral pattern of managers and explains the reasons for the behavior. The ambition is also to predict the consequences of managerial behavior on organizational outcomes. Managerial psychology has a great deal of knowledge on motivation that can be used to enhance organizational effectiveness (Stone, 2010). The study of motivation-based behavior of formal leaders (managers) is part of this research tradition (e.g., Ebrahimi, 1996). A major contribution in the field of motivation linked to managers' motivation is the work of McClelland (1961, 1990). He holds a significant position in leadership research verified by the number of references in Bass (1990) and Yukl (2010). The three motivation factors highlighted in McClelland's theory are the needs for achievement, power, and affiliation. According to McClelland, it is not the achievement, affiliation, or power motivation in isolation that is of central importance. Rather, it is managers' comprehensive motivation profiles, that is, the relative strengths of these three kinds of motivation which are crucial. Leadership scholarship requires a test of the concept of "motivation profile" (McClelland & Burnham, 1976). To avoid instrument-dependent conclusions, leadership researchers also need an alternative instrument to the Thematic Apperception Test (TAT). The alternative instrument must (a) measure achievement, affiliation, and power motivation; (b) measure the relative strengths of these factors; (c) rest explicitly on McClelland's definitions, and indicators; and (d) be designed to measure the work motivation of managers. Several instruments on motivation are available, but they do not measure the three motivation factors. They do not rest explicitly on McClelland's definitions and are not designed to measure work motivation in managerial settings (e.g.,

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“…Second, to what extent do certain leadership styles appear to be functions of several factors? Power and information have been identified as two main variables that can explain leadership behaviour (e.g., Fiedler, 1967;Green, Nebeker & Boni, 1975;Lowin, 1968;Heller, 1971;Bass & Valenzi, 1974;and Bass, Valenzi, Farrow & Solomon, 1975)…”

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confidence: 99%

Leadership styles of senior executives in business and government organizations: A comparative study

Chitayat¹,

Venezia²

1988

SAJBM

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This article has two main objectives. First, to analyse to what extent organizational differences affect the basic relationship between style of leadership and power and information. Second, to investigate whether the results (concerning leadership styles) previously obtained for middle and lower level management also hold true for senior executives, and if not, how these should be modified. More specifically, the effects of power and information on the leadership styles of senior executives are examined and compared with those found for lower level managers. For comparison with other studies, the styles chosen for analysis were: directive, negotiative, consultive, participative and delegative. It is shown that the effects of power and information on leadership styles are not the same across organizations. Power is positively correlated with directiveness in business organizations, but negatively correlated with this style of leadership in non-business organizations. The frequency of usage of certain leadership styles is shown to vary across organizations, and the implications of these variations are discussed. It is also demonstrated that the effects of power and information on leadership styles of senior executives do not differ considerably from the comparable effects found on lower level management.

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Personality and Situational Effects on Leader Behavior.

Cited by 15 publications

References 2 publications

The Least preferred co-worker scale as a predictor of leadership behavior in work settings

The Least preferred co-worker scale as a predictor of leadership behavior in work settings

Managers’ Motivation Profiles: Measurement and Application

Leadership styles of senior executives in business and government organizations: A comparative study

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