Academic literature on the topic 'Leader Behavior Description Questionnaire XII'
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Journal articles on the topic "Leader Behavior Description Questionnaire XII"
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Bernardin, H. John. "Effect of Reciprocal Leniency on the Relation between Consideration Scores from the Leader Behavior Description Questionnaire and Performance Ratings." Psychological Reports 60, no. 2 (April 1987): 479–87. http://dx.doi.org/10.2466/pr0.1987.60.2.479.
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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.
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Bekesiene, Svajone, Ieva Meidute-Kavaliauskiene, and Šárka Hošková-Mayerová. "Military Leader Behavior Formation for Sustainable Country Security." Sustainability 13, no. 8 (April 19, 2021): 4521. http://dx.doi.org/10.3390/su13084521.
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The continuous improvement of military leadership identity to maintain excellent performance with respect to the promotion of mission success is a highly desired by the Lithuanian Armed Forces. This study seeks to identify the criteria for effective leadership behavior that is appreciated by Lithuanian servicemen. The validated Leader Behavior Description Questionnaire (LBDQ XII) was used to collect data representing followers’ preferences with respect to commander–leader behavior by assessing twelve leadership behavior criteria. Additionally, commander–leaders were chosen as experts to judge the importance of the criteria by pair-wise assessment. Consequently, the Fuzzy Decision Making (FDM) with Fuzzy Decision Making Trial and Evaluation Laboratory (DEMATEL) method based on the new concept of the relationship between the influenced and influencing criteria were employed to analyze the ranking using leadership behavior and to establish the causal relationships among the criteria when the collected data were expressed in trapezoidal fuzzy numbers. This study contributes to military leadership by using a novel approach for identifying and prioritizing the behavior criteria for leaders. The results indicate six “cause” constructs: ability to persuade, taking the lead, result orientation, accurate forecasting, building interpersonal relationships, and cooperation with managers. These findings could assist militaries in designing effective improvement strategies for continuous leadership training.
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Head, Thomas C. "An Examination of the Priming Effect as it Pertains to the Leader Behavior Description Questionnaire Form XII." Psychological Reports 68, no. 2 (April 1991): 515–20. http://dx.doi.org/10.2466/pr0.1991.68.2.515.
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Hartijasti, Yanki, Dodi Wirawan Irawanto, and Asri Laksmi Riani. "Perceived Leadership Behaviors among Multigenerational Managers." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 164. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(164).
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Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior
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Minelgaitė, Inga, Romie F. Littrell, and Vida Škudienė. "Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective." Organizations and Markets in Emerging Economies 9, no. 2 (December 31, 2018): 272–91. http://dx.doi.org/10.15388/omee.2018.10.00014.
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Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.
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Shin, Lin Yi. "Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 172. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(172).
Full textAbstract:
Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel
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Snyder, Carey J. "The Effects of Leader Behavior and Organizational Climate on Intercollegiate Coaches’ Job Satisfaction." Journal of Sport Management 4, no. 1 (January 1990): 59–70. http://dx.doi.org/10.1123/jsm.4.1.59.
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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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Furtunescu, Florentina Ligia, and Carmen Daniela Domnariu. "Assessing The Leadership Style In Health Organizations From Romania." Balkan Region Conference on Engineering and Business Education 1, no. 1 (August 15, 2014): 547–50. http://dx.doi.org/10.2478/cplbu-2014-0095.
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AbstractBased on the situational leadership theory (Hersey&Blanchard), our study aimed to analyze the leadership style in managers of different health facilities from Romania.We included 41 persons with key positions (general manager, medical director, chief of section/department, nursing director, chief – nurse). All these persons filled the LEADself questionnaire (Leader Effectiveness and Adaptability Description Instrument, Center for Leadership Studies, Hersey and Blanchard). The tool measures three dimensions: the dominant (and secondary) leadership style, the style range (flexibility) and the style adaptability (the leader effectiveness).We found a dominance of “Selling/Coaching” style, followed by the “Telling/directing” style. The managers were found to have a high relationship supportive behavior. Only three cases of low relationship dominance were found. Also almost all the managers were found as mostly group centered (only 5 cases were more leader centered). The flexibility of the managers was high, only one persons having the style range<2; the effectiveness score varied from 12 o 25, most of the responders having a low or moderate level of adaptability.
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Vienneau, Jean-Guy, and Pierre Ouellette. "L'Analyse du Leadership Chez les Président-e-s des Clubs d'Age d'Or du Nouveau-Brunswick." Canadian Journal on Aging / La Revue canadienne du vieillissement 6, no. 2 (1987): 97–104. http://dx.doi.org/10.1017/s0714980800015476.
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RÉSUMÉCe qui caractérise les clubs d'âge d'or, c'est qu'ils se dirigent de façon autonome, et cette situation soulève la question du leadership au sein de ces regroupements. En conséquence, la présente étude vise à déterminer la relation entre deux styles de leadership chez les président-e-s et la langue maternelle, le nombre d'heures de bénévolat, l'importance numérique des clubs et celle de leur exécutif. Au-delà de 160 président-e-s remplirent le “Ideal Leader Behavior Description Questionnaire”. A la suite d'une analyse canonique, un facteur est retenu: les styles de leadership sont reliés à la langue maternelle, les heures de bénévolat et l'importance numérique des clubs et des exécutifs.
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Nauss, Allen. "Leadership Styles of Effective Ministry." Journal of Psychology and Theology 17, no. 1 (March 1989): 59–67. http://dx.doi.org/10.1177/009164718901700109.
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Societal changes in the last half century have raised expectations for today's pastoral ministry. However, ministerial studies to date have revealed no clear picture of effective ministry. Following Malony's (1976) suggestion, this study attempts to identify leadership style as a primary theme. Selected parish office holders were asked first to rate the performance of 310 parish pastors in three districts of the Lutheran Church-Missouri Synod on the Ministerial Function Scale (MFS). Scores were obtained for the original six factors of the MFS (Preacher-Priest, Administrator, Community and Social Involvement, Personal and Spiritual Model, Visitor-Counselor and Teacher) and also for a seventh factor of Evangelist added for this research project. Multiple regression analyses of the parishioners’ ratings of the pastors on the Leader Behavior Description Questionnaire yielded squared coefficients of correlation ranging from .39 to .74 in developing predictive formulae for effectiveness in the seven functions and an overall effectiveness rating. Different styles of effective ministry including primarily sets of leader behaviors were projected for each of the functions. Implications are suggested for seminary and in-service ministerial training.
Dissertations / Theses on the topic "Leader Behavior Description Questionnaire XII"
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Francois, Seth Ellery. "Trust in Union Leaders and Decline in Union Membership." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4219.
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As of 2015, public opinion of the ethical and honesty standards of labor union leaders was low, with 36% of the public reporting a low or very low rating, and only 18% reporting high or very high ratings. Grounded in leadership behavioral theory, the purpose of this correlation study was to examine the relationship between union members' perceptions of union leadership consideration, union members' perceptions of leadership initiation of structure, and union members' perceptions of leadership trust. Forty-four union members completed a brief demographic survey, the Leader Behavior Description Questionnaire XII, and the Trust and Employee Satisfaction Survey. The results of simultaneous linear regression indicated that model as a whole was able to significantly predict union members' perceptions of leadership trust, F(2,41) = 10.40,
p < .001, R2 = .30. Leadership consideration was the only significantly predictor of union members' perceptions of leadership trust (β = .62, t = 3.23, p = .002). The results may have significance for social change; union leaders can implement leadership consideration to improve the trust levels of members towards union leaders. Further social change implications include the potential to increase union membership. Moreover, society benefits when strong labor unions can provide a pathway to checks and balances that subsequently may improve employees working conditions, worker's pay, local economy, and produce higher quality goods and services.
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O'Rourke, Thomas J. "A relationship of the Dekalb County profile for assessment of leadership in relationship to the leader behavior description questionnaire." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1985. http://digitalcommons.auctr.edu/dissertations/2943.
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Dale, Judith A. (Judith Anne). "Relationship Between Coaches' Leadership Style and Burnout." Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc504017/.
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The purpose of the present study was to examine the relationship between leadership behavior and perceived burnout of coaches. Head coaches from high schools and from Southeast and Southwest Conference universities were included in the sample (N=302). Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire, Social Desirability Scale and a demographic data sheet. Coaches were separated into two leadership behavior groups and classified as Consideration or as Initiating Structure. It was predicted that coaches in the Consideration Group would have a higher level of perceived burnout. A multivariate analysis of variance was conducted and indicated significant differences in four subscales of the MBI. Specifically, coaches in the Consideration Group scored significantly higher in the frequency and intensity dimension of the emotional exhaustion and depersonalization subscales (p<.001).
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Hand, Victoria Sanderlin. "Perceptions and Concerns of Novice Secondary Teachers in Louisiana: The Relationship of Novice Secondary Teacher Stress to Their Perception of Principal Leadership." ScholarWorks@UNO, 2009. http://scholarworks.uno.edu/td/1020.
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The demand for highly qualified teachers is well documented, yet numerous stressors influence educators to leave their positions. The guiding question for this study was: Is there a relationship between perceived principal leadership behavior and the stress experienced by the novice secondary teacher? The target population was novice teachers in Louisiana. The purposive sample was delimited to novice secondary teachers having six semesters of teaching experience or less in grades 6 through 12. The ten largest parishes in Louisiana were selected to sample. Four of the ten parishes granted permission to survey novice secondary teachers. The Leader Behavior Description Questionnaire, Form XII (Stogdill, 1963) was used to determine the perception of principal leadership in two dimensions: consideration behavior and initiation of structure behavior. The Teacher Stress Inventory (Fimian, 1988) was used to collect demographic data on the participants and to determine a composite stress score from five sources of stress and five manifestations of stress. The statistical analyses included stepwise multiple regression and one-way ANOVA. Data were analyzed with the Statistical Package for the Social Science Version16.0 (SPSS). Time management, along with discipline and motivation, were the top two sources of stress for novice teachers. Fatigue manifestation and emotional manifestation were the most conspicuous manifestations of stress. These results reflect relevant issues facing the contemporary teacher. Professional investment, the diminished autonomy teachers experience when the locus of control is external to the classroom, was the single most reliable source of stress to predict both initiating structure and consideration leadership behavior. Emotional manifestation was the single most reliable manifestation of stress to predict initiating structure xiv and consideration leadership behavior. No significant relationship was found between the demographic and organizational variables and stress in the novice secondary teacher. Principal leadership is a potential predictor of teacher retention. Thus, the findings of this study have implications for three specific areas: programs of support for new teachers, preparation and training of principal leadership, and policies that are critical for the successful principal.
Book chapters on the topic "Leader Behavior Description Questionnaire XII"
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Rodriguez, Rody. "Leadership Behavior Description Questionnaire (LBDQ & LBDQ-XII)." In Online Instruments, Data Collection, and Electronic Measurements, 97–117. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2172-5.ch006.
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This chapter focuses on the most widely used and known leadership instrument: The Leadership Behavior Description Questionnaire (LBDQ). The LBDQ, and its sibling the LBDQ-XII, have been around for more than 50 years and are still being used today. As a result, the purpose of this chapter is to examine the instrument by summarizing its background, and giving a perspective on the instrument’s reliability and validity. This was accomplished by looking at the LBDQ and LBDQ-XII’s long history, how it has been applied over the years, while focusing on the scales main factors of Consideration and Initiation of Structure. Additionally, many analyses of the instruments (LBDQ and LBDQ-XII) were reviewed to support the instruments robust reliability and validity. Lastly, the location and cost of the instruments were revealed in order for the reader to utilize the instrument under study.
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Heilmann, Tobias, and Ulf-Dietrich Reips. "The Mutual Influence of Technology and Leadership Behaviors." In Online Instruments, Data Collection, and Electronic Measurements, 292–310. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2172-5.ch017.
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The present book chapter focuses on e-leadership, reviewing and discussing the latest developments in new (e-)leadership conceptions, such as transformational leadership and others. The authors propose alternative, albeit well-proven measures (e.g., MLQ 5X Short, Bass & Avolio, 1990) and an e-leadership tool called Virtual Team Trainer (VTT; Reips & Ito, 2007). The VTT uses the Online Leader Behavior Description Questionnaire (OLBDQ; Reips & Heilmann, 2009), assessing the Ohio State Leadership styles consideration and initiating structure. Alongside personality tests and group process development units that were built from the Existential Mapping Process (EMP; Horowitz, 1985), the tool contains modules that help leaders and team members to identify their Ohio State leadership styles. The VTT relates the results of the self- and other-questionnaires regarding team structure, development, and modifications and improvement of leadership skills. The VTT is available free for use via the iScience Server portal at http://iscience.eu.