Leadership-Style Flexibility,

Abstract

The stated purpose of this study was to determine whether or not: (1) Subordinates perceived leaders altering style to meet different situations; (2) leaders varied leadership style with the nature of the problem, (3) perceived style flexibility was related to performance evaluations of subordinates by superiors, (4) perceived flexibility was related to subordinates satisfaction with superiors, and (5) perceived leadership style flexibility was related to Least-Preferred-Coworker (LPC) scores. Implementation of the methodology took the form of administering to two groups of managers a questionnaire that would provide: (1) Their perceptions of the leadership styles used by their superiors, (2) their satisfaction with leadership received, (3) their opinion of their Least-Preferred-Coworker, and (4) their performance evaluations of subordinate mangers. The study was based on a group of 149 first-level and middle managers located at a Navy laboratory Questionnaires were mailed to all 149 managerial personnel.

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1977
Accession Number
ADA040456

Entities

People

  • Andrew J. Schou
  • Robert J. Biersner

Organizations

  • Naval Submarine Medical Research Laboratory

Tags

Communities of Interest

  • Biomedical
  • Ground and Sea Platforms
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Abstracts
  • Applied Psychology
  • Behavioral Sciences
  • Business Administration
  • Data Analysis
  • Management Personnel
  • Organizational Structure
  • Personnel Management
  • Psychology
  • Social Psychology
  • Social Sciences
  • Students
  • Surveys
  • Systems Engineering
  • Test And Evaluation
  • Training
  • United States

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  • Organizational Psychology.
  • Systems Analysis and Design