リーダー存在の明瞭性および集団業績がフォロワーのリーダー行動認知に及ぼす効果

古川 久敬

doi:10.4992/jjpsy.57.68

The effects of leader saliency and group performance on followers' perception of leader behavior

Hisataka Furukawa

Author information

Keywords: leader behavior, follower perception, group performance, leader saliency, causal attribution

JOURNAL FREE ACCESS

1986 Volume 57 Issue 2 Pages 68-74

DOI https://doi.org/10.4992/jjpsy.57.68

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Published: June 30, 1986 Received: April 09, 1985 Available on J-STAGE: July 16, 2010 Accepted: January 18, 1986 Advance online publication: - Revised: -
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Date of correction: July 16, 2010 Reason for correction: - Correction: ABSTRACT Details: [in Japanese]

Date of correction: July 16, 2010 Reason for correction: - Correction: CITATION Details: Wrong : Ashour, A. S., & Johns, G. 1933 Leader influence through operant principles: A theoretical and methodological framework. Human Relations, 36, 603-626.
Bavelas, A., Hastorf, A. H., Gross, A. E., & Kite, W. R. 1965 Experiment on the alteration of group structure. Journal of Experimental Social Psychology, 1, 55-70.
Calder, B. J. 1977 An attribution theory of leadership. In B. M. Staw & G. R. Salancik (Eds.), New Directions in Organizational Behavior. Chicago: St. Clair Press. Pp. 179-204.
Furukawa, H. 1981 Management objectives, conditions in work unit, and leadership behavior. Psychologaa, 24, 176-184.
Halpin, A. W., & Winer, B. J. 1957 A factorial study of the leader behavior descriptions. Research Monograph, No. 88. Bureau of Business, The Ohio State University.
Hollander, E. P. 1958 Conformity, status, and idiosyncrasy credit. Psychological Review, 65, 117-127.
House, R. J., & Dessler, G. 1974 The path-goal theory of leadership: Some post hoc and a priori tests. In J. G. Hunt & L. L. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press. Pp. 22-59.
Kerr, S., & Jermier, J. M. 1978 Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375-403.
Lord, R. G., Binning, J. F., Rush, M. C., & Thomas, J. C. 1978 The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance, 21, 27-39.
Lord, R. G., & Smith, J. E. 1983 Theoretical, information processing, and situational factors affecting attribution theory models of organizational behavior. Academy of Management Review, 8, 50-60.
Mitchell, T. R., Green, S. G., & Wood, R. E. 1981 An attributional model of leadership and the poor performing subordinate: Development and validation. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior. Vol. 3. Greenwich: JAI Press. Pp. 197-234.
Mitchell, T. R., Larson, J. R., & Green, S. G. 1977 Leader behavior, situational moderators, and group performance: An attributional analysis. Organizational Behavior and Human Performance, 18, 254-268.
Pfeffer, J. 1977 The ambiguity of leadership. Academy of Management Review, 2, 104-112.
Phillips, J. S. 1984 The accuracy of leadership ratings: A cognitive categorization perspective. Organizational Behavior and Human Performance, 33, 125-138.
Phillips, J. S., & Lord, R. G. 1982 Schematic information processing and perceptions of leadership in problem-solving groups. Journal of Applied Psychology, 67, 486-492.
Podsakoff, P. M. 1982 Determinants of a supervisor's use of rewards and punishments: A literature review and suggestions for future research. Organizational Behavior and Human Performance, 29, 58-83.
Rush, M. C., Thomas, J. C., & Lord, R. G. 1977 Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Performance, 20, 93-110.
Schriesheim, C. A., & Kerr, S. 1974 Psychometric properties of the Ohio State leadership scales. Psychological Bulletin, 81, 756-765.
Sims, H. P. 1977 The leader as a manager of reinforcement contingencies: An empirical example and a model. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press. Pp. 121-137.

Right : Ashour, A. S., & Johns, G. 1983 Leader influence through operant principles: A theoretical and methodological framework. Human Relations, 36, 603-626.
Bavelas, A., Hastorf, A. H., Gross, A. E., & Kite, W. R. 1965 Experiment on the alteration of group structure. Journal of Experimental Social Psychology, 1, 55-70.
Calder, B. J. 1977 An attribution theory of leadership. In B. M. Staw & G. R. Salancik (Eds.), New Directions in Organizational Behavior. Chicago: St. Clair Press. Pp. 179-204.
Furukawa, H. 1981 Management objectives, conditions in work unit, and leadership behavior. Psychologaa, 24, 176-184.
Halpin, A. W., & Winer, B. J. 1957 A factorial study of the leader behavior descriptions. Research Monograph, No. 88. Bureau of Business, The Ohio State University.
Hollander, E. P. 1958 Conformity, status, and idiosyncrasy credit. Psychological Review, 65, 117-127.
House, R. J., & Dessler, G. 1974 The path-goal theory of leadership: Some post hoc and a priori tests. In J. G. Hunt & L. L. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press. Pp. 22-59.
Kerr, S., & Jermier, J. M. 1978 Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375-403.
Lord, R. G., Binning, J. F., Rush, M. C., & Thomas, J. C. 1978 The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance, 21, 27-39.
Lord, R. G., & Smith, J. E. 1983 Theoretical, information processing, and situational factors affecting attribution theory models of organizational behavior. Academy of Management Review, 8, 50-60.
Mitchell, T. R., Green, S. G., & Wood, R. E. 1981 An attributional model of leadership and the poor performing subordinate: Development and validation. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior. Vol. 3. Greenwich: JAI Press. Pp. 197-234.
Mitchell, T. R., Larson, J. R., & Green, S. G. 1977 Leader behavior, situational moderators, and group performance: An attributional analysis. Organizational Behavior and Human Performance, 18, 254-268.
Pfeffer, J. 1977 The ambiguity of leadership. Academy of Management Review, 2, 104-112.
Phillips, J. S. 1984 The accuracy of leadership ratings: A cognitive categorization perspective. Organizational Behavior and Human Performance, 33, 125-138.
Phillips, J. S., & Lord, R. G. 1982 Schematic information processing and perceptions of leadership in problem-solving groups. Journal of Applied Psychology, 67, 486-492.
Podsakoff, P. M. 1982 Determinants of a supervisor's use of rewards and punishments: A literature review and suggestions for future research. Organizational Behavior and Human Performance, 29, 58-83.
Rush, M. C., Thomas, J. C., & Lord, R. G. 1977 Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Performance, 20, 93-110.
Schriesheim, C. A., & Kerr, S. 1974 Psychometric properties of the Ohio State leadership scales. Psychological Bulletin, 81, 756-765.
Sims, H. P. 1977 The leader as a manager of reinforcement contingencies: An empirical example and a model. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press. Pp. 121-137.

Date of correction: July 16, 2010 Reason for correction: - Correction: PDF FILE Details: -

Abstract

While much leadership research assumes that leader behavior affects group performance, this paper argues for the reverse causality. Effects of leader saliency and group performance on followers' ratings on leader behavior (initiating structure and consideration) were examined in 242 male workers engaged in railway traffic. As a measure of leader saliency, Kerr and Jermier (1978)'s substitutes for leadership scale (reward, spatial contact, and guidance) were applied. Followers' ratings on initiating structure and consideration were significantly higher for those who evaluated leader saliency as high. Similarly, each leader behavior was rated higher by subjects with higher group performance. With the causal relations revealed by previous experimental studies, it was concluded that followers' perception of leadership behaviors might reflect the level of group performance and leader saliency rather than the leader's objective behavior itself. The implications of these findings for future research and leadership training were discussed.

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