Perception of ideal and actual leader behavior in a downsizing environment with knowledge of leader and predecessor performance.
Item
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Title
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Perception of ideal and actual leader behavior in a downsizing environment with knowledge of leader and predecessor performance.
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Identifier
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AAI9510674
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identifier
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9510674
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Creator
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Kelly, Dennis Robert.
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Contributor
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Adviser: Edwin P. Hollander
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Date
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1994
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Language
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English
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Publisher
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City University of New York.
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Subject
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Psychology, Industrial | Business Administration, Management
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Abstract
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This study examined the influence of followers' perceptions of the relative importance of ideal leader behaviors on ratings of a leader in the context of several situational factors which included: (a) organizational downsizing (or not), (b) leader performance, and (c) predecessor performance.;Hypothetical situations were utilized which manipulated the presence or absence of organizational downsizing, and the quality of the leader's and predecessor's performance. Dependent measures included ratings of the frequency and importance of relational and managerial-task, actual and ideal leader behaviors, and behavioral intentions of followers in the context of the situation. Additional pretest measures included respondent's ratings of the importance of the relational and managerial-task leader behaviors for their conception of the ideal leader.;Subjects were 211 MBA students (104 men and 107 women) enrolled at an urban university. It was hypothesized that: (a) ratings of relational behaviors would be higher than managerial-task behaviors for an ideal leader in both the downsizing and no downsizing situations, (b) ratings of the frequency with which leader behaviors were perceived to have occurred would be correlated with the importance with which those same leader behaviors were rated for an ideal leader, and (c) both leader and predecessor information would result in inaccurate ratings of the frequency of leader behavior and performance.;Results indicated that the perceived importance of ideal leader behaviors was related to ratings of an actual leader's behavior. It was also found that information about the leader's and predecessor's effectiveness, and organizational downsizing (or not), influenced ratings of the leader's behavior and performance.;These results help to reveal the influence that followers' perceptions of ideal leader behavior have on ratings, particularly in the context of downsizing. The findings also offer information about further sources of inaccuracy in leader behavior performance ratings. This information could be applied to programs aimed at reducing the negative effects of these biases.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
