A simple method of scoring the Thurstone Attitude Scales is presented, which does not involve the use of a judging group and yet is found in several samples to be consistently more reliable than the original method of scoring. The scores obtained by the two methods correlate highly (median T = .88), indicating that they are measuring essentially the same thing.
A simple method of scoring the Thurstone Attitude Scales is presented, which does not involve the use of a judging group and yet is found in several samples to be consistently more reliable than the original method of scoring. The scores obtained by the two methods correlate highly (median r= .88), indicating that they are measuring essentially the same thing.
In reviewing his involvement in leadership research, Rensis Likert discusses early influences on his thinking, the university-connected Institute for Social Research and the criteria on which it was based, as well as the first leadership and management studies of the Survey Research Center. Likert's System 1-4 theory was derived from research data about high-producing managers and how they differ from low-producing managers. Later research demonstrated the real need to use the Current Value approach of Human Resources Accounting to assess the leadership behavior of managers accurately.
RGANIZATIONAL research in business companies has the potential for making major and often unique theoretical contributions to the social sciences as well as helping to solve some of the most serious problems of present day society. To make these theoretical and practical contributions, however, more rapid progress must be made in organizational research and theory development than has occurred in the past two decades. The present researchers believe that we are on the verge of accelerating such progress, and in this article the reasons for this opinion will be indicated. Finally, examples of the unique and valuable contributions that organizational theory is likely to make in the next decade toward the solution of some of the grave social problems will be given.Social scientists engaged in research on management and organizational performance initially expected to find a marked and consistent relationship between the management system of a leader, the attitudes and loyalties of his subordinates, and the productivity of his organization. A number of studies undertaken in the decade following World War II, including studies made at the Institute for Social Research, University of Michigan, have yielded many different relationships among these variables. In summarizing the relationships between the attitudes of employees and their productivity, various reviewers (e.g.,
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