MEASUREMENT OF LEADERSHIP BEHAVIOR OF ADMINISTRATIVE MANAGERS AND SUPERVISORS IN LOCAL GOVERNMENT OFFICES

Abstract

The purpose of this study was to examine the characteristics of managerial and supervisory behavior in government organizations in comparison with their counterparts in private enterpnses. We prepared a questionnaire for use in measuring leadership behavior of section chiefs and subsection chiefs by subordinates' answers. Also we measured seven variables such as subordinates' motivator morale, hygiene morale, teamwork, meeting-evaluation, communication, mental hygiene and performance-norm which were characterized as dependent variables of leadership behavior of thier leaders.
By factor analysis of leadership items, factor of “group maintenance”, “execution plans”, “discipline guidance” and “observance” were found in case of subsection chiefs and factor of “group maintenance”, “planning and coordination”, “discipline guidance and execution plans” and “observance” were found in the case of section chiefs. Factor of “pressures for work performance”, which had been found in private enterprises, was notfound in this study. Factor of group maintenance was considered to correspond to M-behavior and the other factors were considered to correspond to P-behavior in P-M leadership theory. Mbehavior is group maintenance-oriented leadership behavior and P-behavior is group goal achievementoriented leadership behavior.
Eight items for use in measuring P-behavior and eight items for M-behavior were selected, so that we could divide each leaders into one of four leadership types, i. e. PM-type, P-type, M-type and pm-type. The scores of dependent variables were compared between four leadership types. As far as the descending order of the effects of the four types was concerned, there was no difference between government organizations and private enterprises. Namely, in all dependent variables, PM-type obtained the highest scores, with pm-type the lowest. In all the variables but performance-norm, M-type ranked second and P-type third. In the variable of performancenorm, P-type came second and M-type third. It was in the scores of communication that the differences were found sharpest between four types and this result was considered as characteristic of the leadership behavior of government organlzatlons ln comparison with the private enterprises.