Hersey and Blanchard's situational leadership theory (1982) is widely known and used, but has limited, mixed empirical validation. This study examines the underlying assumptions regarding the theory's prescriptions that subordinate maturity moderates the relationship of leader task and relationship behaviors with indicants of leader effectiveness. Results of this analysis do not support these assumptions. An examination of the more complex predictions of the theory also show little support for it. Findings are discussed in terms of future research and theory development.
Purpose -Today, there is a global need for more effective leaders. The purpose of this paper is to present a model of human development which covers the psychological, physiological, and sociological dimensions of leadership. Design/methodology/approach -The authors review three research studies in which they have investigated the relationships between consciousness, psycho-physiological integration, and leadership performance using physiological measures, psychological tests, and self-reports. Findings -These studies support the model that leadership ability is closely related to psycho-physiological refinement -the authors found that higher integration of the electrical brain activity, more mature moral reasoning, and more frequent peak experiences are found in top performers compared to average performers. Research limitations/implications -The high frequency of peak experiences among top performers reveals the importance of such gratifying inner experiences for the business community. Practical implications -The research suggests that practical methods for psycho-physiological refinement -such as the widely researched Transcendental Meditation technique -can be useful in developing more effective leadership. The brain integration scale presented here may be a reliable objective instrument for assessing an individual's leadership and performance capacity. Originality/value -A unique contribution of the authors' research is to recognize that integrity -an essential requisite for leadership -has a physiological counterpart in the integration seen in the functioning of the brain through electroencephalography.
This study examined the relationship of market (1 e , market favorabihty, competition) and organizational characteristics (1 e , size, activity) to individual bank employees' job attitudes and behaviors Market and organizational measures were collected from nonperceptual, archival sources (e.g, socioeconomic status of immediate market, number of banks in area, dollar amount of transactions) Managers, assistant managers, and staff (N = 160) at 23 branches of a large midwestern bank participated Findings indicate that both market and organizational characteristics are primarily related to the individual's interpersonal relationships In addition, market characteristics are uniquely related to individual job perceptions (primarily satisfaction with co-workers) Organizational characteristics show no significant unique relationship, nor is there a significant interaction effect between market and organization on individual job perceptions Findings are discussed in terms of the boundary spanning role played by service organization employees
Traditional scale construction procedures were used to develop an 11-item scale to measure psychological maturity. Preliminary results from two independent samples suggest an internally consistent scale when completed by managers, peers, and by self-report. Manager and peer ratings were significantly correlated, suggesting convergent validity between "objective" raters. Manager and peer ratings were also both significantly correlated with a performance measure. Findings suggest the scale warrants additional examination in other samples and settings. Variables that might show relationships with psychological maturity are suggested.
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