A two-study multivariate analysis of the relationships among personal variables, leadership style predispositions, and performance effectiveness
Description
This research used middle managers as subjects to examine the relationships among sets of personal variables, leadership style predisposition in terms of task orientation and relationship orientation, and leaders' performance. A new model called the idiographic leadership model, that relates these variables, was introduced and tested in two parts In Study One the personal variables were conceptualized as personality traits. Ninety eight male police sergeants completed the Edwards Personal Preference Schedule, Blake and Mouton's Managerial Grid, and a self evaluation of leadership effectiveness. Each subject's performance was also evaluated by his supervisor. Task orientation and relationship orientation were found to be meaningful measures of leadership style predisposition. Using backwards elimination, regression equations of order and succorance on task orientation and deference and nurturance on relationship orientation were developed. Leaders with a task orientation performed better on tasks involving structure and objective goals than did leaders with a relationship orientation and the latter performed better on tasks involving personal contacts and orientation, but the differences were not statistically significant. The differences in performance between leaders with a congruent personality and leadership style and leaders for whom personality and leadership style were not congruent were not significant Exploratory Study Two employed 24 educational administrators as subjects. In this study the personal variables were measured as life stress and negative affects. Partially because of the small sample size, many of the relationships that were discovered were not statistically significant, but several themes for future research were developed. Life stress, as measured by Holmes and Rahe's Social Readjustment Rating Scale, was related to elevated negative affects (anxiety, depression, and hostility), as measured by the Multiple Affect Adjective Checklist, but the relationships were not significant. Both life stress and negative affects seemed to be related to task orientation, relationship orientation, and leader effectiveness, but only the correlations to effectiveness were significant