THE EFFECTS OF THE SIZE OF WORKING GROUPS UPON SUBORDINATES' PERCEPTIONS OF THEIR SUPERVISORS' LEADERSHIP FUNCTIONS

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The functions of first-line supervisors in industrial organizations were divided into Performance-function and Maintenance-function according to the PM theory, and the relationship between the subordinates' perception scores and the size of the working groups was examined separately for each of the two functions. The propositions that constituted the premises of working hypotheses were as follows. Namely, the leadership displayed by a leader is difficult to reach all the group members, if the group is large in size, and easier if the size of the group is small. If the size of the group becomes larger, the goal-orientedness and self preservation-orientedness of the group become diffuse, and the supervisor tries to strengthen his leadership in order to prevent the diffusion of his leadership and reinforce his leadership. The P function of leadership is more communicable, instrumental and, therefore, easier to adopt than is the M function. Since the M function is more face-to-facing, receptive, expressive and direct than is the P function, the former is probably more difficult than the latter to strengthen. Therefore, as the group grows in size, three situations in the supervisor's P function can possibly develop in relation to the diffusion of group function; namely, more strengthened, a balance is kept or inadequately strengthened. As for the supervisor's M function, strengthening can not possibly catch up with the diffusion of the group function. The results of the survey conducted by distributing PM questionnaire among employees in a total of 14 industrial organizations were analyzed separately for each organization. (1) The group size and P function perception scores, (2) group size and M function perception scores, and (3) the relationship of group size to the distribution of four PM-pattern supervisors were examined. The results can be summarized as follows. 1. Regarding the relationship between supervisors' P scores and group size, the cases of showing positive correlations, the cases of showing a very low degree of correlations, and the cases of showing negative correlations were found, but no one specific relationship was found. Generally speaking, there was found only a low degree of relationship between group size and P scores. 2. Found frequently between supervisors' M scores and group size were significantly negative correlations. In other words, it was found that as a group grew in size, its supervisor's M scores decreased. 3. More PM-type supervisors were found in small groups than in large groups. The ratio of distribution of M-type supervisors did not vary with group size. In many cases, P-type and pmtype supervisors were found in large groups. 4. To classify the results described in 3 on a M dimension, PM-type and M-type supervisors were frequently found in small groups, and Ptype and pm-type supervisors, both of which were low in M scores, were found frequently in large groups. To classify the same on a P dimension, PM-type and P-type, both of which are high in P scores, were some hat frequently found in small groups. The conditions under which the phenomenon of an increase and decrease in the P function and a decrease in the M function of leadership with the expansion of group size occurs were pointed out as problems to be pursued in the future.
日本グループ・ダイナミックス学会の論文

THE EFFECTS OF THE SIZE OF WORKING GROUPS UPON SUBORDINATES' PERCEPTIONS OF THEIR SUPERVISORS' LEADERSHIP FUNCTIONS

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