CONDITIONAL-GENETIC STUDY ON PM LEADERSHIP SURVEY

Abstract

The research data were re-analyzed for the purpose of examining the relationship of the leader's behavior to his followers' perceptions of his behavior and the multiplier effects between the P and M functions, thereby identifying and consolidating the problem areas regarding the PM leadership theory.
The following facts were found when the results of the PM survey carried out in two industrial organizations were examined.
1. The supervisor's leadership type patternized based on the group average scores of the subordinates's perceptions and his type as perceived by individual group members coincided in the case of less than half the group members. In paticular not many subordinates of the supervisors patternized as P or M type perceived their supervisors as P or M.
2. In analyzing the relationship of leadership patterns to group members' morale, it was found that the differences between these leadership types in morale were more clearly identified in terms of group members' individual perceptions than in terms of the supervisor's type.
3. It was found that if group members' leadership perceptions are of the same pattern, the group average pattern of their supervisor affects their morale. However, when the members who perceived their supervisor of PM type as PM and the members who perceived their supervisor of pm type as PM were compared, the former was found significantly higher than the latter in leadership perception scores. The same tendency was found with regard to supervisors of other types. When individual perception score was controlled as constant, the effects of the supervisor's group average scores were found, if only in a small degree, with regard to some of the morale items.
4. Groups with a low degree of dispersion of scores of subordinates' perceptions of their supervisor were found to be higher in average morale score than groups with a higher degree of dispersion of perception scores.
5. On close examination of morale scores on the hypothesis of PM leadership coordinates plane, it was found that both P and M functions had positive multiplier effects on morale when P and M on the coordinates plane were both in the higher region. Compred with an increase in leadership scores in the pm region, an increase in leadership scores in the PM region had more effect on morale. The P function was found to have negative effects on morale, depending on regions. The M function was considered a sine qua non for the P function to positively operate.