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Situational Determinants of Leadership Behavior in Task-Oriented Small Groups

Maher, James P.
http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070900116

Abstract Details

1976, Doctor of Philosophy (Ph.D.), Bowling Green State University, Leadership Studies.
The purpose of this study was to analyze the effects of situational variables upon leader performance. The situational variables were affective leader-member relations, task structure, and leader position power. Leadership was defined, measured and analyzed in terms of task, maintenance and other group functions. The research questions were stated as follows: (1) What are the relevant dimensions of leadership behavior in task oriented small groups? (2) Does leadership behavior differ in groups under systematically varied situational conditions of task group operation? (3) How does leadership behavior differ with regard to the dimensions isolated for the analysis and evaluation of leadership behavior? A 2 x 2 x 2 factorial design was employed with a sample consisting of 120 subjects divided into 40 three person groups. Data generated by 80 group members rating leader behavior was analyzed. Factor analysis revealed three interpretable factors needed for conceptualizing leadership behavior: (1) Initiation of Structure, (2) Communication and (3) Consideration. Multivariate analysis of variance revealed a significant second order interaction of all three independent variables. Multiple discriminant analysis revealed affective leader-member relations to be the salient factor separating most groups in terms of a consideration-communication discriminant function. The results of this study suggest that (1) Leadership behavior will differ in task-oriented small groups in terms of a consideration-communication function. (2) Affective leader-member relations appears to be a salient factor in determining leadership performance with the leader being perceived as highest in terms of consideration and communication in groups composed of good leader-member relations, unstructured tasks and weak leader position power, and lowest in terms of communication and consideration in groups composed of poor leader-member relations, structured tasks and strong leader position power. (3) In the case of unstructured tasks and strong leader position power, both group leader were perceived as being slightly communicative towards, and slightly considerate of, work group members regardless of the quality of affective leader-member relations.
Delmer M. Hilyard (Advisor)
Communication

Recommended Citations

Citations

  • Maher, J. P. (1976). Situational Determinants of Leadership Behavior in Task-Oriented Small Groups [Doctoral dissertation, Bowling Green State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070900116

    APA Style (7th edition)

  • Maher, James. Situational Determinants of Leadership Behavior in Task-Oriented Small Groups. 1976. Bowling Green State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070900116.

    MLA Style (8th edition)

  • Maher, James. "Situational Determinants of Leadership Behavior in Task-Oriented Small Groups." Doctoral dissertation, Bowling Green State University, 1976. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070900116

    Chicago Manual of Style (17th edition)

bgsu1566302070900116
108
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