Leadership research and theory: A functional integration.

This historical overview of leadership theory and research with an eye for commonalities provides an opportunity for integration. Early unproductive research focused on personality traits and behaviors. A recognition of the more complex nature of the phenomenon resulted in the development of contingency theories that examined leader characteristics and behavior in the context of situational parameters. The 1970s brought an awareness that perceptions of leaders by followers and others, and perceptions of followers by leaders, were influenced by cognitive biases arising from prior expectations and information-processing schema. Ironically, attention was belatedly drawn to the study of female leaders, who were often the victim of cognitive biases and negative assumptions. Recent research has reflected on the role of cultural differences in leadership processes and has been drawn again into the search for outstanding leaders with universally effective characteristics. The article concludes with an integration of current knowledge in leadership effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effectiveness of leadership training: A reply to Argyris.

C. Argyris (see record 1977-06725-001) is incorrect in concluding that the leader match training method cannot be effective because it does not follow Argyris's Model 2 learning principles. He has yet to provide empirical data based on objective measures that his method improves organizational performance or that it is cost-effective. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The trouble with assumptions: A reply to Jago and Ragan.

Comments on the work of A. G. Jago and J. W. Ragan (see record 1987-12114-001) that conducted a computer simulation to compare the 2nd author's (1964) contingency model of leadership with the Leader Match training program. It is argued that Jago and Ragan's computer simulation was guided by several theoretically and operationally incorrect assumptions that greatly reduce its meaningfulness. (17 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and situational determinants of leader behavior.

Tested hypotheses derived from F. Fiedler's (see record 1973-20908-001) motivational hierarchy interpretation of least preferred co-worker (LPC) by observing the behavior of high- and low-LPC leaders of 32 3-man laboratory groups. High-LPC leaders showed greater variability in their behavior as a function of situational differences than did low-LPC leaders. Leader behavior differed as a function of leader attributes (LPC), situational factors (leader-member relations and task structure), and LPC * Task Structure interactions. Results do not clearly support motivational hierarchy predictions. U. Foa, T. Mitchell, and F. Fiedler's (1971) cognitive analysis of the LPC, suggesting that the greater flexibility in behavior of high-LPC leaders is a consequent of a more complex cognitive structure, appeared more capable of accounting for these data. (18 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A person–environment analysis of job stress: A contingency model explanation.

Applied the contingency model of leadership in a field study of job stress to investigate whether the match between leadership orientation and situational control is closely related to stress. 51 university administrators completed a series of questionnaires that assessed their leadership style, degree of situational control within their work setting, perceived job stress, physical health, and psychological well-being. MANOVAs showed that Ss whose leadership style and level of situational control were "in match" reported significantly less job stress, fewer health problems, and fewer days missed from work than administrators who were "out of match." Results support the person–environment fit model of job stress and further demonstrate the utility of the contingency model of leadership. (27 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predicting the emergence of leaders using Fiedler's contingency model of leadership effectiveness.

Used 18 4-person groups of male undergraduates to test F. E. Fiedler's contingency model of leadership effectiveness. Predictions were generated from the model regarding (a) the leadership style of emergent leaders, as measured by scores on the least preferred co-worker (LPC) scale, and (b) the leadership effectiveness of emergent leaders. The attempt to predict leadership style of emergent leaders was unsuccessful. The predictions of leadership effectiveness were accurate and provided support for the model. Sociometric data indicate that low LPC Ss were perceived as more popular and valuable group members than were high LPC Ss. (19 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Academic self-efficacy and first year college student performance and adjustment.

A longitudinal study of 1st-year university student adjustment examined the effects of academic self-efficacy and optimism on students' academic performance, stress, health, and commitment to remain in school. Predictor variables (high school grade-point average, academic self-efficacy, and optimism) and moderator variables (academic expectations and self-perceived coping ability) were measured at the end of the first academic quarter and were related to classroom performance, personal adjustment, stress, and health, measured at the end of the school year. Academic self-efficacy and optimism were strongly related to performance and adjustment, both directly on academic performance and indirectly through expectations and coping perceptions (challenge-threat evaluations) on classroom performance, stress, health, and overall satisfaction and commitment to remain in school. Observed relationships corresponded closely to the hypothesized model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)