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Title:Leadership: A Case Study, Phenomenology, and Social Cognitive Correlates
Author(s):Husband, Robert Lee
Department / Program:Speech Communication
Discipline:Speech Communication
Degree Granting Institution:University of Illinois at Urbana-Champaign
Degree:Ph.D.
Genre:Dissertation
Subject(s):Speech Communication
Abstract:This research reports a primarily descriptive study of leadership behavior as it is enacted in an organizational setting. The main purpose was to develop a grounded typology of leadership styles using triangulated methodology. Further, the conception leaders maintain about their leadership roles and the impact such conceptions have upon actual leader behavior was investigated. A final issue examined was the relationship between individuals' social cognitive development and their leadership behavior.
Four major styles of leader behavior were identified: the positional leader, the political leader, the administrative leader, and the relational leader. Leaders were distinguished in their behavior by a preference for task oriented versus person oriented behaviors, the use of direct control versus extended participation, and power versus influence as a source of authority. The most salient characteristic of leaders' behavior found to be related to leadership effectiveness was behavioral flexibility.
How leaders defined the leadership situation and the values they identified as undergirding leadership were discovered to be directly related to the behavior they exhibit as leaders. Moreover, individuals who evidenced disparity between their leadership phenomenology and their behavior were found to be perceived as less effective leaders.
The final significant finding in this study was that leaders who demonstrated more complex social cognitive development were found to be more flexible in their behavior, more interpersonally sensitive in their communication, and consistently doing more of what it takes to get the job done. Overall, the cognitively complex or differentiating leader was perceived to function more flexibly and thereby more effectively within the organization.
Issue Date:1982
Type:Text
Language:English
Description:335 p.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1982.
URI:http://hdl.handle.net/2142/77261
Other Identifier(s):(UMI)AAI8218488
Date Available in IDEALS:2015-05-13
Date Deposited:1982


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