職務異動と職務類似性及び在職年数がリ-ダ-シップ行動に及ぼす効果
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概要
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The purpose of this study was to investigate the effects of three variables on changes in leadership functions among a group of managers.<BR>The three variables investigated were job rotation among the managers, similarities between initial and subsequent jobs of rotated managers and the number of years of service of non-rotated managers.<BR>We administered a leadership survey (PM leadership survey Questionnaire-Misumi, 1970) to 800 workers at a marine transportation company; the workers rated the leadership of their managers twice with a two-year interval between administrations.<BR>The Results were as follows:<BR>1. The group of non-rotated managers had a highter correlation to the M function than the group of rotated managers.<BR>2. The rotated group with similar jobs showed a higher correlation to the P function than the rotated group with dissimilar jobs, but there was no significant difference between the two groups.<BR>3. The rotated group which served for over a year in the same position showed a higher correlation to the P function than the group of rotated managers who had one year's service or less.<BR>4. The rotated group which served for over a year, and the group with similar jobs showed higher scores on the planning factor and were rated more expert than the rotated group which served less than a year, and the group with dissimilar jobs.<BR>5. The group of rotated managers showed a more positive change in the M function than the group of non-rotated managers, but there was non-significant difference in the P function between the two groups.<BR>6. In the non-rotated group, the P function rose significantly in accordance with an increase in the years of service at a particular position.
- 日本グループ・ダイナミックス学会の論文