{"created":"2021-03-01T06:08:39.672273+00:00","id":2265,"links":{},"metadata":{"_buckets":{"deposit":"bf1176bd-ed33-4a7b-94cd-9631fdb14905"},"_deposit":{"created_by":17,"id":"2265","owners":[17],"pid":{"revision_id":0,"type":"depid","value":"2265"},"status":"published"},"_oai":{"id":"oai:nagoya.repo.nii.ac.jp:00002265","sets":["323:350:373:396"]},"author_link":["6075","6076"],"item_1615768549627":{"attribute_name":"出版タイプ","attribute_value_mlt":[{"subitem_version_resource":"http://purl.org/coar/version/c_970fb48d4fbd8a85","subitem_version_type":"VoR"}]},"item_9_alternative_title_19":{"attribute_name":"その他のタイトル","attribute_value_mlt":[{"subitem_alternative_title":"LEADER BEHAVIORS: A DYADIC ORIENTATION AND A GROUP ORIENTATION","subitem_alternative_title_language":"en"}]},"item_9_biblio_info_6":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"1985-12-20","bibliographicIssueDateType":"Issued"},"bibliographicPageEnd":"74","bibliographicPageStart":"49","bibliographicVolumeNumber":"32","bibliographic_titles":[{"bibliographic_title":"名古屋大學教育學部紀要. 教育心理学科","bibliographic_titleLang":"ja"}]}]},"item_9_description_4":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"Two implicit models have been employed in the past studies of leader behaviors. One of them which would be called the group-oriented leadership model assumed that the leader behavior is directed primarily toward his group as a whole. In other words, the concept of a leadership style under this implicit model denotes a particular mode of leader behaviors by which the leader deals with his groups, not an individual member of the group, as an object of his behavior. Therefore, the leadership style based on this assumption needs to be measured as an aggregate of all members' responses within the group. Then, these aggregate scores collected across all groups sampled were subject to the correlational analyses with respect to various criteria on group effectiveness. One serious weakness of this model is that we do not know through what processes leader behaviors under a particular leadership style could impact upon motivation, attitudes and behaviors of each group member, and then upon the process of group functioning, given a high correlation between a measure of leadership style and the group effectiveness. The second model called the dyadically-oriented leadership assumes that the leader behavior is directed, by definition, toward a member of the group. Therefore, the differential leader behavior corresponding to the different nature of leader-member relationship within the dyad is the basic assumption for constructing a measure of leader behavior. Under this model, a measure of leadership implies a set of leader behaviors oriented toward a particular member of the group, and then, the leader behaviors are subject to analyses with respect to responses and information on this member as criteria. However, one shortcoming of this approach is that given a high correlation between a measure of leader behavior and the member responses, we are still left uninformed on how this leader behavior could contribute to effectiveness of the group that he supervises. The present study is designed to explore how two measures of leader behaviors, namely the group-oriented and dyadically-oriented leader behaviors, are different in their effects upon (1) member's job satisfaction and job performance, and (2) the effectiveness of the leader and his group. For this purpose, the following set of instruments were administered based on a unit of three persons (member-leader leader's superior) sampled by following their vertical linkages along the managerial hierachy. This sampling procedure was called the \"hierarchical sampling method\". (1) An instrument of Dyadically-Oriented Leader Behavior was constructed by using items for \"consideration\", \"initiating structure\" and \"tolerance of freedom\" derived from the LBDQ Form XII. This insturment asked the individual member of the group to evaluate to what extent he experiences each leader behavior directed to him in person: by using a 5-point scale. Based on the result of factor analyses, two scales named facilitation of task freedom and task clarification respectively were derived from this instrument. (2) The Group-Oriented Leader Behavior was developed by using items for \"production emphasis\" and \"integration\" of the LBDQ Form XII, in addition to 10 original items prepared for the present study. This instrument asked both group members and leaders, by using a 5-point scale, the frequency of leader behaviors directed to the group as a whole. Based on the result of factor analyses, two scales named respectively facilitating self-management of the group and emphasis on production goal's of the group were constructed. Following the above leadership measures, (3) an instrument that was designed to evaluate group atmosphere based on 15 adjective pairs (SD scales) was administered to the members of the group, the leader and the superior. Then, three composite scales named masculinity, affinity and sociability were constructed. (4) The Hackman and Oldham's JDS scales were translated into Japanese and used for constructing MPS scores by following the prescribed method for scale development. (5) The vertical exchange scale was constructed by aggregating all 4 items, while (6) the leader competence scale used 5 items relating to the effectiveness of the leader. The latter scale was administered to both group members and the superior of the leader. (7) The JDI scales for Leader, Co-worker and Job developed by Smith, Kendall and Hulin as measure of job satisfaction were translated into Japanese and used for the present study. (8) The Occupational Self-Concept instrument used 20 adjectives to measure mascurinity and affinity dimensions in member's self conception. The same scale was repeated for the leader's questionnaire. Finally, (9) 11 items were used as an instrument of growth need strength that was derived from the Hackman and Oldham's JDS questionnaire. In summary, all 9 instruments were administered to group members, while (2), (3), (8) and (9) were used for the leader, and only (3) and (6) for the superior. The questionnaire survey was conducted in two auto parts manufacturing companies. Results of the analyses are summarized as follows. (1) It was found that the participative leadership style characterized by high vertical exchange relationship, and freedom facilitating and self-management facilitating leader behaviors correlated more strongly with member's perception of leader competence, while role clarifying and production emphasizing leader behaviors showed weak correlations with leader competence. (2) Participative leader behaviors also correlated highly with member's job satisfaction and his positive conception of the occupational self, while role clarifying and production emphasizing leader behaviors showed weak correlations with them. (3) Agreements between the member and the leader regarding their perceived leader behaviors and group atmosphere were found every low. Likewise, it was found that the leader agreed with his superior at a very low level. On the other hand, agreement was much higher between the member and the superior involving leader competence and group atmosphere. (4) Especially, in one of the organizations sampled for the study, the lack of significant correlations between the leader, and the member and the superior were found remarkable, indicating that the pattern of agreements in subjects' responses across hierarchical positions is quite different from one organization to another.","subitem_description_language":"en","subitem_description_type":"Abstract"}]},"item_9_description_5":{"attribute_name":"内容記述","attribute_value_mlt":[{"subitem_description":"国立情報学研究所で電子化したコンテンツを使用している。","subitem_description_language":"ja","subitem_description_type":"Other"}]},"item_9_identifier_60":{"attribute_name":"URI","attribute_value_mlt":[{"subitem_identifier_type":"HDL","subitem_identifier_uri":"http://hdl.handle.net/2237/3688"}]},"item_9_identifier_registration":{"attribute_name":"ID登録","attribute_value_mlt":[{"subitem_identifier_reg_text":"10.18999/bulfep.32.49","subitem_identifier_reg_type":"JaLC"}]},"item_9_publisher_32":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"名古屋大学教育学部","subitem_publisher_language":"ja"}]},"item_9_select_15":{"attribute_name":"著者版フラグ","attribute_value_mlt":[{"subitem_select_item":"publisher"}]},"item_9_source_id_7":{"attribute_name":"ISSN（print）","attribute_value_mlt":[{"subitem_source_identifier":"03874796","subitem_source_identifier_type":"PISSN"}]},"item_9_text_14":{"attribute_name":"フォーマット","attribute_value_mlt":[{"subitem_text_value":"application/pdf"}]},"item_access_right":{"attribute_name":"アクセス権","attribute_value_mlt":[{"subitem_access_right":"open access","subitem_access_right_uri":"http://purl.org/coar/access_right/c_abf2"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"若林, 満","creatorNameLang":"ja"}],"nameIdentifiers":[{"nameIdentifier":"6075","nameIdentifierScheme":"WEKO"}]},{"creatorNames":[{"creatorName":"WAKABAYASHI, Mitsuru","creatorNameLang":"en"}],"nameIdentifiers":[{"nameIdentifier":"6076","nameIdentifierScheme":"WEKO"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_date","date":[{"dateType":"Available","dateValue":"2018-02-16"}],"displaytype":"detail","filename":"KJ00000725980.pdf","filesize":[{"value":"2.5 MB"}],"format":"application/pdf","licensetype":"license_note","mimetype":"application/pdf","url":{"label":"KJ00000725980.pdf","objectType":"fulltext","url":"https://nagoya.repo.nii.ac.jp/record/2265/files/KJ00000725980.pdf"},"version_id":"ef5a3945-5446-47da-a733-90b627769308"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"jpn"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_title":"リーダー行動の二者間志向と集団志向","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"リーダー行動の二者間志向と集団志向","subitem_title_language":"ja"}]},"item_type_id":"9","owner":"17","path":["396"],"pubdate":{"attribute_name":"PubDate","attribute_value":"2006-01-06"},"publish_date":"2006-01-06","publish_status":"0","recid":"2265","relation_version_is_last":true,"title":["リーダー行動の二者間志向と集団志向"],"weko_creator_id":"17","weko_shared_id":-1},"updated":"2023-11-09T02:07:07.810127+00:00"}