Examination of situational leadership model in Japanese industrial organization using questionnaire

シツモンシホウ　ニ　ヨル　ニホン ノ サンギョウ バメン ニオケル ジョウキョウ タイオウテキ リーダーシップ モデル ノ ケンキュウ

タカハラ, リュウジ

Takahara, Ryuji

山下, 京

ヤマシタ, ミヤコ

Yamashita, Miyako

オオサカ ダイガク ダイガクイン ニンゲン カガク ケンキュウカ タイジン シャカイ シンリガク ケンキュウシツ

PM理論

SL理論

leadership

PM theory

Situational Leadership Theory

SLT

Many previous leadership studies have shown that effective or desirable leadership style is characterized by high ratings on both task and relationship behaviors, and the most of situational models, suggesting that leader effectiveness results from appropriate amounts of leader task and relationship behaviors at the situation or the ability of Mowers, are not verifiable in an industrial situation. This study used a questionnaire to analyze the relationship among the amounts of leadership behavior, readiness of follower and appropriateness of leadership style to verify the situational leadership model. The first study showed that the traditional method cannot measure task behavior adequately when too much of this becomes obvious. The second study showed that the more task behavior a leader gives, the more the followers felt that it became a hindrance. It also showed a little support fix the situational leadership model.

山下, 京