AN EXPERIMENTAL STUDY OF "COMPLEMENTARY EFFECTS" OF LEADERSHIP STYLES AT TWO STEP SUPERVISORY LEVELS

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This labolatory experiment was designed to examine the "complementary effects" of varying patterns of supervisory behavior at twostep organizational levels upon satisfactions, motivations and end results of group members. Three types of second-line supervisory behavior (P, M, PM types) and four types of first-line supervisory behavior (P, M, PM and pm types) were introduced. Under various combinations of these types of supervision at two step organizational levels, group members as subjects were engaged in the simple task of counting the number of holes in IBM punch cards, with three members working as a team. Subjects were 63 males of average age 22. Subjects were randomly divided into ten experimental conditions. Two or three groups of 3 Ss in each experimental condition performed the task under the direction of a first-line supervisor and besides, groups including first-line supervisor were placed under the supervision of another secondline supervisor. Each second-line supervisor did not stay at the labolatory all the time but came around there occasionally to oversee the supervision of his first-line supervisor. Second-line supervisor did not directly supervise group members as Ss. In this sense, the influence of secondline supervisor was exercised upon group members indirectly through first-line supervisor. Converations between the supervisors were always held in the presence of the group members. First-line supervisors who participated in this experiment as stooges were ten graduate students majoring in social psychology. Three associate professors played the role of second-line supervisors. A total of 8 work sessions were conducted, 2 sessions a day, each session lasting 15 min, taking no rest between sessions. The results of the experiment may be summarized as follows. 1. Those responses from the subjects that coincided with the conditions set by the experimenter were regarded as leadership conditions. 2. With respect to the productivity indices, supervisory types which included PM type at either first or second-line organizational level were significantly higher than the P-P and M-M types (referred to as overlapping supervisory patterns) as well as than P-pm type in the latter parts of the sessions, and P-M type, namely, P type of the second-line combined with M type of the first-line, were higher than the P-P, M-M and P-pm types throughout the entire sessions. 3. As for the satisfacticns of group members, no conspicuous results enough as productivity indices could be found. However, the overall result of satisfactions of the types of supervision including PM type at either first or second line organizational levels was significantly higher than that of the relatively low producing types, i, e, P-P type, M-M type and P-pm type. The complementary types of supervision consisting of single P and single M showed results standing somewhere in between, but not significantly on either side.
日本グループ・ダイナミックス学会の論文

AN EXPERIMENTAL STUDY OF "COMPLEMENTARY EFFECTS" OF LEADERSHIP STYLES AT TWO STEP SUPERVISORY LEVELS

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