Abstract
This study examines the relationship between subordinates' ingratiatory behaviors toward superiors in organizations and various variables such as their goals and their superiors' leadership styles. This main purpose of this study is to examine these relationship in every subscale of ingratiatory behavior. This survey has been made by distributing questionnaires to five companies in Kagoshima prefecture, and 222 respondents completed them.
The results are as follows: 1) As was expected, not only personal/private goals but also organizational/public goals are related to ingratiatory behaviors. The examination of these relationships in every subscale shows that organizational/public goals are positively related to sub-strategies, that is, other-enhancement and doing favor. 2) The examination of the relationship between ingratiatory behaviors and each of leadership functions show that an acknowledgement their superiors are leaders oriented toward their group-maintenance is in positive relation to other-enhancement and doing favor. And to analyze the results utilizing Misumi (1978) s' four leadership styles make it clear that subordinates employ other-enhancement more often, which is an active ingratiation strategy, toward superiors with PM and pM leadership style, while toward superior with Pm leadership style, they make use of opinion conformity more often, which is a negative ingratiation strategy. 3) When I examine the relationship between organizational climates and ingratiatory behaviors, the more cohesive the subordinates acknowledge their organizations are, the more other-enhancement, and the less opinion conformity, are employed.
