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The Academy of Management Review Vol. 4, No. 2 (Apr., 1979) , pp. 237-248 (12 pages) Published By: Academy of Management https://doi.org/10.2307/257777 https://www.jstor.org/stable/257777
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Abstract Leadership is examined from a behavioral perspective. Evidence is presented that shows that existing theory and research largely builds in normative preconceptions about leadership and provides no prediction and control of performance behavior. An alternative behavioral interpretation is offered. A behavioral model is presented that examines both the macro and micro contingencies affecting leader-subordinate behavior. An expanded functional analysis that includes both overt and covert contingencies is presented. Specific guidelines for a behavioral approach to the study and practice of leadership are provided. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. "The Leader Behavior Description Questionnaire (LBDQ) provides a technique whereby group members may describe the leader behavior of designated leaders in formal organizations. The LBDQ contains items, each of which describes a specific way in which a leader may behave. "The respondent indicates the frequency with which he perceives the leader to engage in each type of behavior by marking one of five adverbs: Always, often, occasionally, seldom, never. These responses are obtained from the members of the leader’s immediate work-group, and are scored on two dimensions of leader behavior. For each dimension, the scores from the several group members are ten averaged to yield an index of the leaders behavior. For each dimension, the scores from the several group members are then averaged to yield an index of the leader’s behavior in respect to that dimension. "The LBDQ was developed by the staff of the Personnel Research Board, the Ohio State University, as one project of the Ohio State Leadership Studies, directed by Dr. Carroll L. Shartle. Hemphill and Coons (14) constructed the original form of the questionnaire; and Halpin and Winer (11), in reporting the development of an Air Force adaptation of the instrument, identified Initiating Structure and Consideration as two fundamental dimensions of leader behavior. These dimensions were identified on the basis of a factor analysis of the responses of 300 B-29 crew members who described the leader behavior of their 52 aircraft commanders. "Initiating Structure and Consideration accounted for approximately 34 to 50 per cent respectively of the common variance. In a subsequent study based upon a sample of 249 aircraft commanders, the correlation between the scores on the two dimensions was found to be .38. Initiating Structure refers to the leader’s behavior in delineating the relationship between himself and the members of his group, and in endeavoring to establish well-defined patterns of organization, channels of communication, and ways of getting the job done. Consideration refers to behavior indicative of friendship, mutual trust, respect, and warmth in relationship between the leader and members of the group." (Text copied with permission from Halpin, A. W.'s "Manual for the Leader Behavior Description Questionnaire") To obtain free access of the full Manual and the Form XII Self Questionnaire, complete the following survey: go.osu.edu/LBDQ.Which scholar S developed the leadership behavior description questionnaire LBDQ?"The LBDQ was developed by the staff of the Personnel Research Board, the Ohio State University, as one project of the Ohio State Leadership Studies, directed by Dr.
Which scholars created the Leadership Grid?It's also known as the Managerial Grid, or Leadership Grid, and was developed in the early 1960s by management theorists Robert Blake and Jane Mouton.
Which approach to organizational leadership describes how leaders act?The behavioral approach focuses exclusively on what leaders do and how they act. In shifting the study of leadership to leader behaviors, the behavioral approach expanded the research of leadership to include the actions of leaders toward followers in various contexts.
Which point on the Leadership Grid is proven to be the best form of leadership?The grid identifies five types of leaders: Impoverished, Produce or Perish, Middle of the Road, Country Club, and Team. The Team approach is considered the most effective form of leadership, according to the creators of the Leadership Grid.
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Which study analyzed questionnaires taken by followers as they described their leader behaviors?
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