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1
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.
10
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.
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García García, Inmaculada, and Emilio Sánchez Santa-Bárbara. "Relationship between nurses' leadership styles and power bases." Revista Latino-Americana de Enfermagem 17, no. 3 (June 2009): 295–301. http://dx.doi.org/10.1590/s0104-11692009000300003.
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This quantitative study aimed to empirically evidence the relationship between the power bases of the leader and the leadership styles of nurses. The random sample consisted of 204 nursing professionals from a public hospital. The following measurement instruments were used: the SBDQ (Supervisory Behavior Description Questionnaire) to identify leadership styles and the Power Perception Profile to determine the types of power used by leaders. Descriptive, bivariate and multivariate analyses were used. Based on the results, two relationships proposed by the SLT (Situational Leadership Theory) were verified: between coercive power and S1 leadership style (telling), and between referent power and S3 leadership style (participating). In other cases, results have been opposite to expectations: the use of power proposed by the model decreases the probability of performing the prescribed leadership style.
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Dale, Judy, and Robert S. Weinberg. "The Relationship between Coaches’ Leadership Style and Burnout." Sport Psychologist 3, no. 1 (March 1989): 1–13. http://dx.doi.org/10.1123/tsp.3.1.1.
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The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA indicated a significant relationship between burnout and leadership style in four of the six subscales of the MBI. Specificially, coaches who displayed a consideration style of leadership behavior scored significantly higher in the frequency and intensity dimensions of the emotional exhaustion and depersonalization subscales. In addition, a significant gender difference revealed that male coaches scored higher in both the frequency and intensity dimensions of the depersonalization subscales. Results are discussed in terms of leadership theory, and practical implications are offered for reducing burnout in coaches.
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Kolobov, A. V., E. M. Igumnov, and D. N. Naumov. "ENSURING PERSONNEL INVOLVEMENT IN COMPANIES’ SUSTAINABLE DEVELOPMENT." Strategic decisions and risk management 11, no. 3 (January 13, 2021): 262–71. http://dx.doi.org/10.17747/2618-947x-2020-3-262-271.
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At the present stage of development of society and economy, there is a reassessment of values and guidelines in the field of management. The main resource for the life and development of the company is a person. Every company leader dreams of engaged employees, working harder and better, taking initiative, and high productivity. Engagement is a behavior in which the employee is fully emotionally and intellectually involved in a certain activity, wants to make additional effort. One of the key topics that a modern company leader is interested in is creating a special organizational environment in which people work consciously, look for ways to improve, put their knowledge at the service of the business and take on more responsibility. Therefore, it is very important to focus on the internal environment in which employees interact with each other.The article examines the relationship between staff involvement and sustainable development of the company. Highly engaged companies have the best financial performance in their industry. The main sources of engagement at the moment are research by consulting companies and, to a lesser extent, practice-oriented publications. The paper analyzes the proposed approaches to increase employee engagement and proposes a comprehensive method for managing employee engagement. The purpose of the study is to determine the optimal approach to personnel engagement management.The objectives of the research are reduced to the description of the method (PDCA), which includes a description of the approach for taking measurements, filling in the incoming questionnaire blocks, taking into account the current situation and the company's strategy, an algorithm for working with the results obtained and examples of practices to increase engagement.The results of the study are the content of key blocks of assessment, analytical tools for assessing involvement, an algorithm for working with assessment results to make a decision to increase involvement.
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Pratiwi, Lia Kusuma, and Herwindo Haribowo. "GAYA KEPEMIMPINAN DAN KEPUSAN KERJA DI PERUM PERUMNAS REGIONAL III." JPPP - Jurnal Penelitian dan Pengukuran Psikologi 2, no. 2 (October 30, 2013): 125. http://dx.doi.org/10.21009/jppp.022.09.
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Abstract
The aim of this study is to know the difference of leadership styles and job satisfaction in PERUM PERUMNAS REGIONAL III. The research was held in PERUM PERUMNAS REGIONAL III, Jakarta on June – September 2013. This research used quantitative ex-post facto research method. Data were collected using scale of LBDQ XII (Leadership Behavior Description Questionnaire) and scale JSS (Job Satisfaction Survey), were assessed among 129 outpatients. Statistical analysis was done using the Analysis of Varians with SPSS version 17.00. The results of the study shows that on the interaction between initiating structure and consideration to job satisfaction significance at the level of 0,044. This shows that there are significant differences in the job satisfaction in terms of the interaction between initiating structure leadership style and consideration.
Keyword : Initiang Structure, Consideration, Job Satisfaction
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Tavoras, Vilius, and Gailė Kvedaravičiūtė. "Expression of Leadership in Practical Activities of Leader of Artistic Collective." Pedagogika 115, no. 3 (September 10, 2014): 221–45. http://dx.doi.org/10.15823/p.2014.039.
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Following the experience of Lithuanian and foreign educational researchers, this article analyses the expression of leadership in practical activities of the leader of artistic collective. The role and purpose of leadership in practical activities of the leader of artistic collective are also revealed, peculiarities of expression of leadership skills are identified and the most important strategies for development of expression of leadership skills are highlighted.
The problem of the research: how practical activities may influence spread of leadership of artistic collective’s leader and what kind of influence this may be.
The object of the research: leadership of artistic collective’s leader and its expression in practical activities.
The aim of the research: to reveal peculiarities of expression of leadership of artistic collective leader in practical activities.
The methods of research: analysis of scientific literature, description (model) of expression of leader’s skills, questionnaire survey, calculation of absolute and percentage values.
Conclusions:
Following the analysis of scientific literature, the leadership in this article is defined as an influence process, which is manifested in practical activities through communication and collaboration, initiative, reflectivity and personal qualities. The developed and scientifically substantiated model of expression of leadership of artistic collective’s leader consists of the following components: communication and collaboration, which is expressed through ability to work in a team; expeditious informing about the conducted activity, its situation and changes; efficient conflict resolution; initiative, which is manifested in formulation and presentation of vision and goals; organisation of activities; consistency of activities; reflectivity, which is expressed through professional development; reaction to feedback and self-assessment; personal qualities, which are realised through charisma, inspiration and determination.
1. Leadership of artistic collective’s leader are strongest revealed in practical activities through communication and collaboration (52.4 % of the leaders are able to understand importance of collaboration of collective members and 72.4 % of them understand peculiarities of socialpsychological maturity of the collective) and initiative (almost every second leader (48.2 %) is able to set high and ambitious goals to oneself and members of the collective and the majority of them (71.2 %) are frequently successful in searching for new kinds of activities and implementing them).
Least frequently leadership of artistic collective’s leaders is expressed through reflectivity. Occasionally only almost half of the leaders in the research (48.6 %) succeed in analysing achievements and progress of the collectives and 45.7 % of the leaders are able to analyse causes of behavior and to react efficiently. More than third of the respondents (39.5 %) only sometimes manage to apply the principle of experiential learning: to discuss its effect on members of the collective.
The revealed peculiarities of leadership skills enabled to establish the key strategies for development of expression of leadership of artistic collective’s leader: 1) deeper reflection of activities, 2) development of collaboration, 3) self-development of personal features, 4) encouragement of initiative at all the levels of activities.
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Bozyigit, Elif. "Sports Manager Training and Leadership Behaviors." Journal of Education and Learning 8, no. 2 (March 19, 2019): 248. http://dx.doi.org/10.5539/jel.v8n2p248.
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The aim of this study is to examine the leadership behaviors levels of university students studying in the Sports Management Department. The sample of the research consists of 148 students (male n=112, female n=36) aged between 18 and 28 years. In this study, the Personal Information Form was created in order to learn the characteristics of the participants such as gender, age groups, the status of doing sports as an athlete and the status of volunteering in sports events. The Leader Behavior Description Questionnaire (LBDQ), which was translated into the Turkish Language by Atar and Özbek (2009), was used as a data collection tool. The mean score of the students was 4.142 in the dimension of initiating structure and was 3.760 in the dimension of consideration. According to the results of the analysis, the initiating structure dimension scores differed according to variables of gender, the status of doing sports as an athlete and the status of volunteering in sports events. The consideration dimension scores differed age groups and the status of volunteering in sports events. In addition, it was found that there was a linear and significant relationship between scores of initiating structure and consideration.
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Canales, Maria T., Carmen Tejada-Delgado, and John R. Slate. "Leadership Behaviors of Superintendent/Principals in Small, Rural School Districts in Texas." Rural Educator 29, no. 3 (November 30, 2018). http://dx.doi.org/10.35608/ruraled.v29i3.461.
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In this study, 206 teachers, 35 school board presidents, and 37 superintendents/principals (n = 278) were surveyed regarding their views of effective leadership behaviors demonstrated by school leaders with dual role responsibilities through serving as both a school principal and as a superintendent in small rural school districts. Data were collected through use of the Leadership Behavior Description Questionnaire Form XII and the Leadership Behavior Description Questionnaire Form XII Self. Of the 12 leadership domains assessed through use of this measure, statistically significant differences were yielded on 6 of the 12 leadership areas: Representation; Demand Reconciliation; Tolerance of Uncertainty; Persuasiveness; Initiation of Structure; and Role Assumption. Superintendents/principals reported lower scores in these areas than did teachers and/or school board presidents. Implications of these findings are discussed.
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Craven, Annette E., and Thun-Yun Kao. "The Relationship Between Leadership Style & Demographic Characteristics Of Taiwanese Executives." International Business & Economics Research Journal (IBER) 5, no. 2 (February 17, 2011). http://dx.doi.org/10.19030/iber.v5i2.3456.
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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).
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Luna-Hernández, Floristela, and Omar García-Jiménez. "Evaluation of leadership in a small restaurant company in Acolman, State of Mexico." Journal Financial Economy, June 30, 2019, 7–14. http://dx.doi.org/10.35429/jfe.2019.4.3.7.14.
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Most authors give leadership a great importance as a socio-psychological factor within the system that constitutes business management. The present exposes a field research work in a service company located in Acolman, State of Mexico, with the purpose of analyzing leadership on the basis of competencies, privileging the affective and cognitive character of the personality of its leader. For its measurement, a questionnaire adapted from the Leader Behavior Description Questionnaire (LBDQ) prepared by Almudena (2010) was applied, which consists of 48 questions. Altogether, ten factors were evaluated that were named Interest, vision, ability to learn and make learn, competences, commitment, sincerity, ambition, self-knowledge, enthusiasm and leadership. The measurement was made through the statistical program SPPS (version 22) on the Likert scale, where satisfactory ratings were obtained in the evaluation.
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Derindag, Mehmet Rizal. "Leadership Behavior of NGO Managers and Directors in Northern Mindanao, Philippines." IAMURE International Journal of Business and Management 10, no. 1 (April 6, 2015). http://dx.doi.org/10.7718/iamure.ijbm.v10i1.976.
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Non-government organizations (NGOs) have played a pivotal role in community development and nation building in the Philippines. However, there is a paucity of literature on the leadership behaviors of NGO leaders and how these influence performances of NGOs in the country. This study aimed to determine leadership behavior of selected NGO directors in Iligan and Cagayan de Oro City in Northern Mindanao Philippines. The Leader Behavior Description Questionnaire, a previously validated questionnaire, was used in this study. Approval from four selected NGOs in Northern Mindanao was sought prior to the collection of data. These NGOs were selected based on their common goal of achieving the Millennium Development Agenda. Informed consent was obtained from 100 participants of these NGOs. Data from the questionnaire was analyzed using descriptive statistics. Findings showed that the most common leadership behavior was Considerate, Facilitative, Autocratic and Participative Leadership behaviors. Findings suggest that NGO leaders in Northern Mindanao tend to involve members during decision-making and place a high value on the contributions of the members. Findings could form baseline data on leadership behaviors of NGO leaders in Northern Mindanao. It is recommended that associations between leadership behavior and performances of the NGOs should be investigated in future studies. Keywords - Management, leadership behavior, non-government organizations, descriptive-survey, Northern Mindanao, Philippines