Changes in leadership appraisal as a function of the stress of a simulated panic situation.

Research by Mintz and Kelley, Condry, Dahke, and Hill left unresolved the question of what level of personal threat leads to group incoordination of "panic behavior." The present study set out to resolve this issue and to explore the additional relationship between leadership and behavior in the panic situation. The dependent variables were Likert-type questionnaire items designed to investigate the level of responsibility attributed to a leader by members of a group as a function of four variables: (a) two levels of stress (threat of shock or of small monetary loss); (b) two levels of leadership authority (elected or appointed); (c) two conditions of leadership ("me-last" or "me-first"); and (d) group success or failure. The specific questions were adapted from earlier pilot work by Sulzer and Sisti. One hundred and forty-four males were run in this 2 X 2 X 2 X 2 factorial design with a nonfactorial control group. The task setting, which required subjects to retrieve their wooden cones through the same hole, was designed to be analogous to the kind of situation that would occur in a theater fire where only one narrow exit existed. The results support the contention of Kelley that group incoordination (panic) increases under personal threat. Additional results were: (a) Leaders facilitated achieving the goal of safe exit; (b) elected leaders were given more responsibility and were seen as more competent than appointed leaders, but only when the stress is comparatively low, as otherwise the difference in evaluation narrows and reverses; and (c) success or failure seems to have had little effect on the leader's evaluation by the group.     

Consider the situation: Reducing automatic stereotyping through Situational Attribution Training

The present research investigated the effectiveness of a new technique for reducing automatic biases rooted in attribution theory - the Situational Attribution Training Technique. The goal of this strategy extends previous work by targeting the fundamental attributional pillars underlying automatic stereotyping. We aimed to circumvent the well-documented tendency for individuals to be overly reliant on dispositional attributions when perceiving negative stereotype-consistent behaviors performed by outgroup members. By teaching participants to consider situational attributions for such behaviors, we expected a reduction in outgroup stereotyping. Specifically, White participants were trained extensively to choose situational over dispositional explanations for negative stereotype-consistent behaviors performed by Black men. Across two experiments, participants who completed Situational Attribution Training demonstrated reduced automatic racial stereotyping on a person categorization task, relative to control participants who exhibited substantial automatic stereotyping. The implications of these findings for the nature and reduction of intergroup biases are discussed.     

Outcomes of crew resource management training

Participants' self-reports and measures of attitudes regarding flightdeck management indicate that crew resource management training is favorably received and causes highly significant, positive changes in attitudes regarding crew coordination and personal capabilities. However, a subset of participants reacted negatively to the training and showed boomerangs (negative change) in attitudes. Explorations into the causes of this effect pinpoint personality factors and group dynamics as critical determinants of reactions to training and of the magnitude and direction of attitude change. Implications of these findings for organizations desiring to enhance crew effectiveness are discussed, and areas of needed additional research are described.     

Studies of transformational leadership in consumer service: leadership trust and the mediating-moderating role of cooperative conflict management

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. Transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment.     

Preferences for leadership in social dilemmas: Public good dilemmas versus common resource dilemmas

It has been argued that a structural solution to social dilemmas is to install a leader, but here we consider the possibility that group members will oppose giving up their decisional freedom. Previous studies have shown that feedback indicating collective failure results in a stronger preference for the leadership option. We argue that preferences for the leadership option depend not only on the feedback group members receive, but also on the type of dilemma they are facing. The results of our experiment, in which we manipulated dilemma type as well as feedback, corroborate our reasoning. The distribution of initial property in public good and common resource dilemmas helps to explain these findings.     

一种全新的领导理念——仆人式领导的兴起与发展

仆人式领导是近年来西方领导学研究的前沿课题。本文通过仆人式领导与几种相似的领导模式的对比,阐述了仆人式领导的特别之处,进而,在阅览相关文献的基础上,解释了仆人式领导的内涵并总结了国内外关于仆人式领导的各种理论。仆人式领导这一理论虽然尚未成熟,但其对未来组织发展和社会进步的推动作用是毋庸置疑并且十分巨大的。     

Attribution of intention as a function of physiognomy

Ss agree in attributing character traits to strangers’ photographs, but there has been no explication of what such labels imply. Presumably. trait names either mediate or reflect Ss’ expectations of such strangers" likely social behaviors: but that remains undemonstrated, and we may be able to study such physiognomy-tied expectations directly. Sampling problems confront trait studies and intention studies alike, but the present research showed that Ss’ expectations of a person’s behavioral intentions, as measured by alternative interpretations of short “scenarios,” were reliably influenced by that person’s photograph.     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.     

Sources of motivation, interpersonal conflict management styles, and leadership effectiveness: a structural model

126 leaders and 624 employees were sampled to test the relationship between sources of motivation and conflict management styles of leaders and how these variables influence effectiveness of leadership. Five sources of motivation measured by the Motivation Sources Inventory were tested-intrinsic process, instrumental, self-concept external, self-concept internal, and goal internalization. These sources of work motivation were associated with Rahim's modes of interpersonal conflict management-dominating, avoiding, obliging, complying, and integrating-and to perceived leadership effectiveness. A structural equation model tested leaders' conflict management styles and leadership effectiveness based upon different sources of work motivation. The model explained variance for obliging (65%), dominating (79%), avoiding (76%), and compromising (68%), but explained little variance for integrating (7%). The model explained only 28% of the variance in leader effectiveness.     

Cross-national stability of a leadership model

This study explored 60 Greek-Cypriot managers' perceptions of different dimensions of leadership. Analyses using structural equation modeling were performed to examine the invariance of the Flamholtz six-factor leadership model. The same leadership styles observed in samples from countries previously studied were present in the sample from Cyprus. In terms of the importance assigned to each style of leadership, Cypriot managers emphasized the more directive styles to a greater extent than other styles.     

湖北黄冈市道教的现状与管理

本文对湖北黄冈市道教的现状和管理情况作了人类学、统计学的考察,分析了问题之所在,提出了解决的对策。     

Attribution processes in mother-adolescent conflict

Attributions reported by 115 mothers and 122 adolescents were examined as they related to family conflict. Subjects completed measures of parent-adolescent conflict (Issues Checklist, Conflict Behavior Questionnaire) and the Mother-Adolescent Attribution Questionnaire. The results revealed that parent-adolescent conflict correlated with mothers' and teenagers' negative attributions. Specifically, self-reported conflict was positively correlated with mothers' and teenagers' beliefs that one another's negative behavior was intentional, selfishly motivated, and blameworthy.     

Attribution of Control as a Determinant of Cooperation in Exchange Interactions

Parties to conflict and to exchange interactions typically experience a considerable uncertainty as to the intentions and strategic plans of their adversaries. Such uncertainty is threatening and can therefore elicit competitive responses. Perceived control over an adversary's actions and over the course of an interaction can reduce uncertainty, lower the perceived risk of exploitation, and thus facilitate cooperative responses. This mediating role of perceived control was demonstrated in two experiments. They showed that certain patterns of change in one party's strategy enhanced the other party's perception of control and, concurrently, increased the frequency of its cooperative responses. A third experiment showed that variations in perceived control affect the tendency to cooperate, even if such variations are not directly related to or induced by the adversary's strategy.     

Adaptation of the Sydney Attribution Scale in a Spanish college population

The aim of this study was to analyse the psychometric properties of the Sydney Attribution Scale in a sample of 1,508 college students. Factor analysis identified six factors: Success/Ability, Success/Effort, Success/External Causes, Failure/Ability, Failure/Effort, and Failure/External Causes. Success and failure factors accounted for an adequate percentage of the variance. Internal consistency was acceptable, similar in the success scales and in the failure scales, and higher in the internal scales than in the external scales. The results also showed a clear predictable pattern of relationships between dimensions of self-attribution, and between these dimensions and several measures of general self-efficacy, intrinsic motivation, extrinsic motivation, satisfaction with the studies, satisfaction with performance, and satisfaction with knowledge, which supports the construct validity of the SAS.     

Attribution Retraining as a Structured Group Counseling Intervention

The efficacy of attribution retraining as a structured group counseling intervention was tested. Participants were classified as having either an adaptive or nonadaptive attributional style. Three groups of participants were then created: Adaptive Group, Nonadaptive Group, Treatment Group (nonadaptive attributional style participants who received treatment involving attribution retraining). Results indicated that participants in the Treatment Group made relatively more adaptive attributions (similar to the adaptive Group) for an experimentally induced uncontrollable failure and reported lower levels of depressive mood than the Nonadaptive Group. Results are discussed as providing partial support for the efficacy of attribution retraining as a structured group counseling intervention.