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Overall, thus, the subject's immediate organizational superior perceived the subject's leadership style as somewhat more supportive than directional. This assessment of the subject's leadership style was not shared by the subject'sassociate on the same organizational hierarchical level as the subject, or by the subject's immediate organizational subordinates.

The subject's associate on the same organizational hierarchical level as the subject perceived the subject as an S2 leader, which meant that the subject's leadership style was perceived as being strong on both direction and support. The subject's immediate organizational subordinates also perceived the subject's leadership in an S2 context.

The mean perceptions of others with respect to the subject varied considerable. These perceptions, together with those of the subject, were as follows:

S1 S2 S3 S4    

Organizational superior 15 40 40 5

Organizational associate 30 40 25 5

Orgainzational subordinates 20 40 35 5

    Mean perceptions of others 22 40 33+ 5

Self perceptions 40 35 25 0

To answer the first additional question ("Do I see myself as others see me?"), the subject's identified leadership style based on self perceptions is compared with a subject's identified leadership style based on the perceptions of others. If a subject's perception of her or his own leadership varies from those of other evaluators by more than 13 percent with respect to primary leadership style, a presumption of inaccurate selfperception is made.2 The subject's self perception of his primary leadership style as S1 was based on a 40 percent score. The subject's immediate organizational supervisor scored the subjec...

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LEADERSHIP STYLE ANALYSIS. (1969, December 31). In Retrieved 08:35, July 22, 2017, from
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