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Subordinate Perceptions of Leadership Behavior: A Judgmental Approach

Lee, Dennis M.
http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070901201

Abstract Details

1976, Doctor of Philosophy (Ph.D.), Bowling Green State University, Psychology.
This dissertation investigated the decision making processes of subordinate-judges making ratings of leadership behavior. The study investigated the following major questions: (1) Are there differences over time in the cue utilization patterns of the same subordinate's ratings of identical leadership behaviors? (2) Do situational factors influence perceptions of the leader? (3) Do the statistical policies of the subordinates differ from their subjective policies of ratings of leadership effectiveness? (4) What influence do the consideration (C) and initiating structure (IS) cues have on the ratings of the consideration and structure dimensions? Two sets of written profiles were constructed containing four and seven cues, respectively. The cues were descriptive of the leadership behaviors of college professors and were obtained through a variation of the behaviorally anchored rating scale technique. Eighty students completed ratings of one of these profile sets. Data were analyzed for each individual judge using both the multiple regression and the analysis of variance models of human judgment theory. The analyses of the ratings for each judge revealed several findings. The judges were consistent in their use of cues over a period of eight weeks. Of the situational cues included in this study, only the size cue was utilized in the ratings of the leader. The size cue was shown to influence the ratings of 50 percent of the judges. On the average, the statistical policies of the judges accounted for 20 percent more of the variance in the ratings than did the subjective policies. Approximately 60 percent of the judges rating the profiles on C and IS made use of the cue (either C or IS) opposite to the one being rated. There were large individual differences in the number of cues utilized and in the cue utilization patterns of the judges. The results of the study are interpreted as indicating that some of the inconsistencies in the previous leadership literature may be du e to the failure to consider individual differences in subordinate perceptions of the leader. Suggestions are made concerning possible modifications to the behavioral approach to the study of leadership and for further research.
Kenneth Alvares (Advisor)
Occupational Psychology

Recommended Citations

Citations

  • Lee, D. M. (1976). Subordinate Perceptions of Leadership Behavior: A Judgmental Approach [Doctoral dissertation, Bowling Green State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070901201

    APA Style (7th edition)

  • Lee, Dennis. Subordinate Perceptions of Leadership Behavior: A Judgmental Approach. 1976. Bowling Green State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070901201.

    MLA Style (8th edition)

  • Lee, Dennis. "Subordinate Perceptions of Leadership Behavior: A Judgmental Approach." Doctoral dissertation, Bowling Green State University, 1976. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1566302070901201

    Chicago Manual of Style (17th edition)

bgsu1566302070901201
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