Reddin's 3-D Leadership Theory

8/9/2019 Reddin's 3-D Leadership Theory

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C TER

V

VERIFICATION

O

LEADERSHIP

S

ES

O

REDDIN S 3-D MODEL

5.1 INTRODUCTION

5.2

LEADER BEHAWOUR CONCEPTUAL DISCUSSION

5 3

LEADER BEHAVIOUR EMPIRICAL DATA DISCUSSION

5.4 CONCLUSION


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5.1

INTRODUCTION

The leadership studies initiated In 1945

by

the bureau

of

business

research at Ohio State University attempted to identify the leader behaviou

r. The inter disciplinary team of researchers from psychology, sociology, and

economics developed and used

n

Leader Behaviour Description

Questionnaire to analyse the behaviour of leaders in numerous types of groups

and situations. The answers to the questionnaire were then subjected to factor

analysis. The two dimensions of the leader behaviour that has emerged in the

analysis were labelled as consideration and initiating structure .

Consideration refers to the orientation and need for the leaders' of have

friendly, trusting, respectful and warm relationships with the other members

of the team. Initiating structure, the other dimension of behaviour, refers to

leaders', endeavour to establish well defined patterns of orgalrisation, channels

of communication, standardsed methods and ways of getting jobs done.

Blake and Mouton (1964)' have popularised these concepts in their

managerial grid and used it to typify the various behaviours of Leaders in the

organisational plane. Blake and Mouton instead of usiilg the words

considerations and initiating structure they used the different words known

as concern for people and concern for production . 'Concern for' means the

managers pre-disposition about something or attitudinal model that measured

the values of feelings of a leader.

Blake,

R R

and Mouton, J.S. 1964. The Managerial Grid,

o s st o

Texas Gulf

publisher.


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Manager~alr id developed by R.R.Blake and

J.S.

MoutonLand

3-D

Theory of Managerial Effectiveness developed by W.J.Redd1n.l have the

common ground. They both use a two

dimensional

grid concern fer

productiec

and concern for people in the case of Blake Grid; and Task orientation and

Relationships orientation in the case of the

3-D

theory. The typolosy posits

two underlying behaviour dimensions named task orientation and relationships

orientation. The two dimensions relating to task and

relationships

are well

accepted and could be a reasonable structural element on which to the base on

integrative typology.

A

major difference between the two systems is that the 3-D theory

suggests that defining on individuals ignores the fact that he may be either

effective or ineffective and thus, a t h r d dimension Effectiveness is added

to the grid. Further, the 3-D theory draws upon the development of

appropriate style flexibility. Most readers are probably less familiar with 3-D

theory tha n with the Blake Grid.

In the first instance, Indian management is generally believed to be

autocratic with subordinates closely supervised by their superiors, and only a

limited degree of participation is allowed to the subordinates. In a study of

leadership styles along with delegation of authority of 123 executives at

various levels of management from two privates and two public sector

2 The Managerial Grid, R.R. Blake and J.S. Mounton, 1964 Gulf Publishing Co.

Managerial Effectiveness W.J.Reddin,

MC

Graw-Hill.


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companies, Elhance and Agarwal1 conclude that 7 percent c~xecut~ven

prlvate sector and 7 percent of thein In public sector units have democratic

1eader.shlp style.

The study of 280 managers from 2 public sector units and 4 private

sector units

by

Singh and Das2 show that bureaucratic style is the most

predominant followed by the benevolent autocrat, developer and democratic in

that order. It is observed that the research study of P.Singh is based on the

3D-Theory of Prof.Reddin3.Reddin (1967), a pioneer of effectiveness dimension

which was further developed as Tri-Dimensional leader Effectiveness model,

believes that variety of leadership styles may be effective or ineffective

depending on the situations. Reddin was the first to add an effectiveness

dimension to the ta sk concern and relationship concern dimensions of earlier

attitudinal models such as the managerial grid. Reddin felt that a useful

theoretical model must allow a variety of styles to be effective or ineffective

depending on the situation.

The orientations identified by the ohio state university studies and Black

and Mouton need not

be

same the orientations for leaders working in the

bureaucratic environment which is vastly different from that of an

environment prevailing is non-government organisations.

l D.N.Elhance and R.D.Agarwa1: Delegation of Authority. 1975.

P.Singh and G.S.Das: Management styles of Indian Managers A profile

ASCI

Journal of Management Sep.1977.

3. Reddin, W.J: Managerial Effectiveness. New York: MC Grow Hill Book

Company, 1970.


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All managerial situations can be easily broken down ~ n t o elements.

Some concern people, some concern the process to achieve productivity, and

some concern the interaction between peopie and product.ivity. (-;erta _n_ly, ot

all of them are important in all situations. Some are clearly more important

in some situation th an others. In some situations only one is important.

Redain (1988)has formulated the

20

situational elements.

1 Superior The person to whom you report.

2 Coworker

3.

Subordinates

4. Staff Advisers

5.

Unions

6.

Customers

7 General Public

Managers of equivalent level

o r

authority with whom you interact.

Those who report directly to you.

Knowledge workers usually with low

authority and power, whose job it is to

provide information and advice.

Union representatives or members of

unions.

The purchasers of the company's

products or services.

Anyone who is not an employee or

customer of the company.


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8

Creativity The production of ideas

9

Objectives What

you

plan to achieve

10 Planning

The specific means whereby objectives

are realised

11 Change Introduction The actual initiation of a new plan

12 Implementation The actions that are taken to realise

plans and decisions

13 Controls

14 Evaluation

15 Productivity

16 Communication

1 7

Conflict

18 Error

Methods of monitoring actions so that

adjustments can be made if necessary

Measurement of the effectiveness of

action

The level of the managers output of

those things required by the managers

superior

Receipt an d t ransmis s ion of

information

Disagreements

Things that go wrong


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19

Meetings

20. Teamwork

Two or more people comlng together to

discuss something.

Interaction between two or more people

with high emphasis of both task and

relationships orientations.

Reddin (19'70) has propounded Tri-Dimensional Leader Effectiveness

Model and developed eight managerial styles. Reddln further, in this behaviour

typology of eight managerial styles, has identified the above twenty situation

elements.

The behaviour typology to be defended is built on three independent

d~menslons alled task orientation, relationships orientation and effectiveness.

They are defined as follows.

T SK ORIENT TION

TO)

The extent to which a leader directs his efforts; characterlsed by

initiating, organising and directing. That is the extent to which a leader is

emotionally committed and willing to invest effort in achieving the ta rgets that

has been set-forth for them. This orientation is likely to make the leaders to

give more importance to production and technical aspects of the jobs and would

make him to treat the subordinates a s tools to accomplish the goals of the

organisation. Further, i t is likely to make the leaders to place more importance

to the aspect of Getting the job of done than any other aspect of the

organisation processes.


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RELATIONSHIP ORIENTATION RO)

The extent to which a leader has personal job relatlonship?;

characte rised by listening trusting and encouraging. Th at is the extent to

which leader is emotionally committed and willing to invest effort In keeping

congenial relationships with others in the organisational set up.

This orienta tion if present will make the individual to take more care

about the feelings of the people in the organisation. Leaders having this

orientation are likely to give more importance to the subordinates personal

needs.

LEADER EFFECTrVENESS E)

Th e extent to which the leader behaviour is perceived a s appropriate to

the dem and s of th e situations described above.

All possible combinations of above or below average amounts of each

dimension lead to eight types as shown in chart 5.1.


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DERW TION

OF EIGHT LE DERSHIP

STYL S

Low on task and relationships is termed separated low on task and high

on relationships is termed related high on task and low on relationships is

termed dedicated high on both task and relationships is termed integrated.

Low on effectiveness is indicated

by

-

and high on effectiveness is inhcated by

. For instance the less-effective separated behaviour is labelled separated

and the more-effective version is labelled separated

.


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The typology does not posit a single ideal type. Thus any of the four

behaviour types has an associated more-effective type and less-effective type.

It thus differentiates itself sharply from those well known typologies which

propose such single ideal types as theory

Y

(McGregor, 1960), 9.9 (Blake and

Mouton, 19641, and System (Likert, 1967).

A

British publication devoted to measuring managerial effectiveness

(Bennett and Brodie, 1981) defines managerial effectiveness as

......

a

concept which helps us to examine the relationship between what a manager

achieves (performance) and what he is expected to acheve (purpose and goals),

within the constraints set by the manager's own capacities, his positions, the

organisation and the environment (P.8).

An operational measurement of this definition would have to attempt to

relate expectation of achievement. In crude term,

I

tried and I failed or more

sharply, I tried to fulfill my superior's expectations and I failed . How might

these expressions of positive and negative institutional value be measured?

Chapter one methodology The measurement of behaviour contains

the rationale, design, and initial validation of the Management Position

Analysis Test (MPAT). However, as the explicit incorporation of effectiveness

in the model and the often presumed measurement of effectiveness in MPAT

are the most distinctive feature of the model and test, the use of 'effectiveness'

as a third dimension.

The eight leadership styles as an integration of other leader behaviour

typologies is shown in chart 5 2 This chart positions the types of major


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current typologies agalnst the eight leader types. The eight typolopes include

L e w ~ n ,Lipp~tt nd White (1939)),Brown 1954 , McGregor (1960 Jennings

1962).

E ake and J4outon

(19641,

Hclplc

(19661,

Llkert

(1967:,

and Hala:

1 9 7 4 .This table presents compelling evidence of the utility of the eight type

typology. All the types of eight major typologies fit quite well, all of the eight

types are represented in at least one typology and all typlologies have

significant gaps in the types they admit. The conclusion to be drawn is that

the eight proposed leader types represent a powerful, comprhenesive and

conceptually sound typology.

Observe tha t all eight typologies have a n equivalent to the dedicated

(autocrat) type.

Al l

of the seven other leader types each have two or more

equivalents. The separated (bureaucrat) so consistently described in the

soclolo~caliterature, is represented in only three

of

the eight typologies.

A

brief comment on each of these typologies will help to explain its particular

characteristics.

The early Lewin, Lippitt, and White (1939)typology, based on dimension

of initiation and guidance, is the first modern attempt at positing more then

one type so that its simplicity is understandable.

The Brown (1954) typology, based largely on personal observation of

British leaders, includes six of the eight leadership styies. The sole British

typology, all the others originated in the U.S.A; does not include either the

related

+

or the integrated

.

It is difficult to suggest possible reasons for the

omissions except to point out that both types have a relationships component

which is seen

by

some to be lacking in British industry, and that both types

are.difficult to observe.


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CHART 5.2

THE EIGHT LEADER TYPES AS

AN

INTEGRATION OF OTHER LEADER

BEHAVIOUR TYPOLOGIES

Deserter)

Separated

Lewin, Lippitt and Laissez

White 1939) Faire

Brown 1954)

Laissez

Fai re

l ~ e l l n i n ~ s1962) Abdicrat

[i3lake and Mou ton 196411

1 1

Liker t 1967)

Autocratic

Democrat Autocrat

I

Autocrat

Qua;?ant

Qu a r d r a n t

II

System 1

I

u m a n

Autocracy

Relations

LEADER

TWE

I

Dedicated

Democratic

A i

Strict Autocrat

I

Bcnevolenl

(k~nrl~rlc

Autocrat Dt~n1ocr:tt

Theory

Qu a r d r a n t

Systen; 2

Systc111 4

System

:{

Burcaucracy Autonomy


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'I'l~e

hlcGregar 11960 typoiogy. based on assumpt~ons bout the nature

of man, ~ncludes wo of the eight leadership styles

It

1s doubtful that

JlcCregar saltT his typology a s comprehensl~7tt ~ miss lo s zre ~srd y

sign~ficant.What is significant is tha t his typology carries his humanistic bias

that

relationships

orientation is good and task orientation is bad, this view

producing hls Theory Y and Theory X, respectively.

The Jennlngs 1962) typology, derived from assumed psychological

needs, includes slx of the eight leader types. Three are more effective and three

are less effective. The typology includes both the more-and less-effective

versions of separated and integrated, but like the McGregor typology, admits

only the more-effective related type and the less-effective dedicated type.

The Blake and Mouton

1964)

typology, based on a synthesis of prior

research, includes five of the eight leader types. The reason for omitting three

types is that the Blake and Mouton typology admits only one ideal type so that

the more-effective version of 1.1, 1.9 and 9.1 are not represented.

The Halpin (1966) typology, based on the structure and consideration

dimensions, includes four of the eight leader types. It is identical to the Blake

and Mouton typology except for the omission of the 5.5 type; which Blake and

Mouton suggest is more a statistical average than a type.

The Likert (1967) typology includes three of the eight leader types. Two

of the Likert types, system

2

and

3

are virtually identical to dedicated


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benevolent autocrat and t h e ~ r reation may reflect an over-compensation to

the

pure

human relatlon school of which Likert

was

a part.

The Halal 11974) typology, based on a synthesis of prior typologies,

includes five of the eight leader types. Observe that for what is claimed to be

an

integrative

typology, separated is not represented, though it is in five of

the other eight typolog.les reviewed. It might be expected that dedicated and

integrated

were omitted as only two of the other seven typologies included

them.

In India, the study was conducted by P.Singh and Asha Bhandarakar

(1990) on the leadership. It is observed that P.Singh has used only Ten

situation elements out of twenty propounded o r i~n a l ly

y

Reddin. The ten

situational elements are: 1. Planning 2. Data Collection 3. Implementation

4.

Evaluation

5

Flexibility 6. Conflicts

7.

Controls 8. Communications 9.

Superiors

10.

subordinates.

P.Singh and Asha Bhandarkar have adopted for their project work, on

eclectic methodology questionnaire approach, and they were able to collect

data from certain organisation such as MMTC, IFFO-Philpur (Allahabad),

TISCO, NFL W.C.L.

-

Pench Area. The outcome of their project work was

published as a book titled as "Corporate success and transformational

leadership".

It is seen from that work tha t managers working during the period from

1982 to the late 1987 have supplied data for the only ten situational elements.


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I t 1s agreed that experiences of managers

-

the self perceived profile by the

leaders cannot add up to capsular formu ations. by uslng the ten situation.

e lement

But we also have to agree that r h ~ ~rov~ded

he

raw

matez-ia

f cr ar

understanding of the leader behaviour orientations and resulting the

leadership styles behaviour of how persons in the organisation responding

dally to the different

situation

(or variety of circumstances). A study of those

data which was obtained based on ten situational elements, may not enable us

to arrlve at the final truth but definitely it is one of the means to understand

the truth.

The present research study is aimed a t reducing the lacuna mentioned

above by,

Examining the leadership styles by using the structured instrument

Management position Analysis Test (MPAT), the latest version of

Reddin's 3 D Theory.

2.

Studying the leadershp styles of Telecommunication Engineers, taking

into consideration of all the 20 situational elements which have been

porpunded by Reddin originally (P.Singh and Bhandaraker have not

used all the 20 situational elements).

3

The Leader Behaviour can be measured

with

the help

of

the structured

questionnaire (MPAT) in Government Departmental organisation and

there by conducting the study of "Psychometric verification of Reddin's


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3 11 Theory leadership styles in publ~c tility service organisation

Madras Telephone is needed.

Hence from the descriptions of the behavioural patterns of different

leadership styles in the above said major empirical works, the following eight

le dership styles as per Reddin's 3-D

are inferred in this research which aims to find out the predominant

leadership styles of Telecom Engineers of Madras Teiephones In the state of

Tamil Nadu in India.

Deserter Leadership Style

Missionary Leadership Style

Autocrat Leadership Style

compromiser Leadership Style

Bureaucrat Leadership Style

Developer Leadership Style

Benevolent Autocrat

Leadership Style

Democrat Leadership Style

Deser ter DES) Leadership Styles

(DES)

MIS)

AUT)

COM)

(BUR)

(DEV)

(BEN)

DEW

A leader who is using a low Task orientation and a low Relationship

orientation in a situation where such behaviour is inappropriate and who is

therefore, less effective; perceived as uninvolved and passive o r negative.


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Charac te r i s t i c s

Does not show too much interest in maintaining good relationships.

Doesnot always show a lot

of

intere st in subordinates or their work.

Believes the value of creativity, change, and innovation is often over

emphasized.

Could supply more useful information to others than he does.

Shows little concern about errors and usually does little to correct or

reduce them.

Miss ionary MIS) Lea dersh ip S ty le

A leader who is using a high Relationships orientation and a low Task

Orientation

in

a s ituation where such behaviour is inappropria te and who is,

therefore, less-effective; perceived as being primarily interested in harmony

and in being liked.

Charac te r i s t i c s

Treats subordinates with great kindness and consideration.

Allows subordinates to se t their own objectives according to their needs

and accepts them even if some what unsatisfactory.


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lolesates denatlons In implementing plans ~f this will avert

unplcasantness

Co~nrnunlcateswith others so as to maintain good relationships above

ail else.

At first slgn of conflict at tempts to smooth things over

Believes that if an error occurs it should be corrected in such a way that

no one will be upset.

In order to be liked will avoid all unpleasant effective decision making.

utocrat

AUT)

Leadership Style

A leader who is using a high Task orientation and a Low Relationships

orientation in a situation where such behaviour is inappropriate and who is

therefore less-effective; perceived as havlng no confidence in others as

unpleasant and as interested only in the immediate task.

Characteristics

Directs the work a t subordinates and discourages deviations from plans.

Sees planning as a one-man job.

Thinks a good way to introduce change is to make an announcement and

then let people get on which it.


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W~itchesmplementation of plans closely polnts out errors and criticizes

where necessary

More interested in day-to-day productivity than in long-run productivity.

Performance maintained through subtle threatening situation.

Compromiser COM) Leadership Style

leader who is using a high Task orientation and a high Relationships

orlentation in a situation that requires a high orientation to only one or

neither and who is therefore less-effective; perceived as b e ~ n ghangeable a

poor decision maker as one who allows various pressures in the situation to

influence him too much and as avoiding or minimis~ng mmediate pressures

and problems ra ther than maximizing longterm production.

Characteristics

When dealing with subordinates attempts to combine both task and

relationship considerations but one or the other usually suffers.

Sometimes encourages new ideas but does not always follow up on too

many of them.

While objectives are usually fairly clear allows them to be quite loose

so that they are not always a good guide.

Makes an effort at planning but the plans do not always work out.


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Likes

the idea of team work

but

often s

no t

ab l t to find ways to

app ly

it

ureaucrat

BUR)

Leadership Style

A leader who is using a low Task orlentation and a low relationships

orlentation

in

a situation where such behaviour is appropriate and who is

therefore more effective; perceived as being primarily interested in rules and

procedures for their own sake and

s

wanting to control the situation by their

use.

Characteristics

Believes that formal meetings are perfectly sound way to produce new

ideas.

Plans with fine attention to detail. Introduces change formally and

follows closely any established procedures.

Prefers to write out communications with others.

Responds to disagreement and conflict by referring to rules and

procedures.

Thinks tha t things go best when subordinates understand and follow the

duties in their job descriptions.


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De v e lo p e r DEW Le a d e r sh ip S ty l e s

A leader who is using a high Kelatlonshlps orientation and low Task

Orlentations in

a

situation where such behaviour is appropri ate a n d who IS

therefore more effective; perceived a s being people oriented a s ha ving imp licit

tr us t in people an d as being primarily concerned wi th developing th em a s

individuals.

C h a r a c t e r i s t i c s

Relationships with subordinates is excellent and is characterized by

mutual tru st and respect.

Seeks out new and good ideas and motivates othe rs to be a s creatlv e a s

possible.

Wh en responsible for planning involves ma ny oth ers

Prepares those affected by a change by talking with them well in

advance.

When conflict arises always helps those involved to find ba si s for

agreement.

Thinks t ha t most errors arise for a good reason an d i t is a lwa ys bet ter

to look for th e reason t ha n a t the error itself.


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Benevolent Autocrat BEN) Leadership Style

leader who is using a high Task orientation and a low Relat~onships

orientation in a situation where such behaviour is appropriate and who is

therefore. more-effective; perceived as being results oriented as knowlng what

he wants and knowing how to get it without creating resentment.

Characteristics

Makes it qulte clear to subordinates what 1s expected of them.

Both develops and proposes many new ideas.

Shows that he values efficiency and productivity.

Watches the implementation of plans by individuals and gves direct

assistance and guidance where needed.

Believes a strong team needs a strong leader who knows what he is

doing.

Personally sets high output standards for himself and others and works

hard to see that they a re met.

Democrat DEM) Leadership Style

leader who is using a high Task orlentation and a high Relationships

orientation in a situation where such behaviour is appropriate and who is


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therefore , more-effective; perceived as a team man ag er an d a s a good

motivating force who sets high sta nda rds and t re at s every one some wha t

differently.

haracteristics

Relieves higher management is slmply another team that should

cooperate effectlve1~-with teams lower down.

Consistently ob ta ~ n s high outpu t from subordinates

Sets objectives with others whlch are clear and fully agreed to by all

those directly involved.

Plans made represent th e best t hinki ng of all concerned.

Inform s a ll concerned

well

in advance of an y possible changes a nd gives

them on opportunity to influence the proposed change.

Actively supports an d promotes th e tea m ap proach to man agem ent.

I t is around these factors, th e leadership style Questionnaire Appendix

I

a

struc tured instru men t man agem ent position Analysis Test

IMPAT)

of

Reddin h as been utilised.


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5 3

LE DER BEH WO UR OF

TELECOM

ENG

EMPIRIC L

D T DISCUSSION

It 1s from the study of Reddin, we have inferred the possible eight

ieadership styles To find out whether, these leadership styles are in tune with

the actual leadership styles of Telecom Engn eers n Madras Telephones, the

structured Questionnaire Appendix

I

of Reddin has been administrated.

nitially the questionnaire has been used to conduct the pilot study in madras

Telephones.

After testing the validity and reliability of the questionnaire, the same

was admin~steredo the Telecom engineers. This group of Telecom engineers

Consists of three levels of the hierarchy. They are Top level-consisting of the

grades

GM,

DGhl,

DE.

Middle level-consisting of the grades SDE, ADET.

Lower level-consisting of the grades JTO.

In this study, the grades of top level and the middle level officers are

considered as executives and the grade of the lower level officers are

considered a s supervisors.

The aim of this present study is to extract the relevant leadership style

of the Reddins

3-D

from the total population and secondly, to find the

predominant leadership. This leads the process of psychometric verification of


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leadership styles. The analysis was based on the data of total population N

240 on all the

160

variables.

The

instrument MPAT is already framed. We can straight away get the

follo~ring actors tha t have emerged as possible leader behaviour style of

Telecom Enpneers.

1 Deserter Leadership Style

2 . Missionary Leadership Style

3

Autocrat Leadership Style

4.

Compromiser Leadership Style

5.

Bureaucrat Leadership Style

6. Developer Leadership Style

7. Benevolent Autocrat Leadership Style

8. Democrat Leadership Style.

These eight leadership styles are inon e form or other in tune with the

other leader behaviour topologies.

5.3.1 Inter-correlation between factors related to leadership styles

of

Telecom Engineers Officers of Telecom Executives and

Supervisors)

Behaviour orientations are many within an individual and hence the

leader behaviour of a n individual could never be predicted on the basis of any

particular behaviour orientation. In this study th e possible leader behaviour

of the Telecom Engineers are found to be deserter missionary autocrat


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compromiser bur eau cra t developer benevolent auto cra t an d democrat . To

unders tand the nature of relat ionship between these emerged orientat ions

inter-correlat ion tes t was carr ied out both the Execut ives and for the

supervisors . S ince th e lea der behaviour orientat ions a re al l or thogonal factors

their relat ionships wi th one another is possible an d unders tand able Th e

fin d~ ng s re given in th e following para grap hs

From t he tab le 5 1 i t could be seen t h at al l the eigh t leadership s tyles

ar e generally found to have negatively correlated. Th is is because of th e fact

tha t each leadership s tyle is discrete ie individual ly dist inct in ch arac ters an d

In behaviour . Fu r the r i t i s seen tha t Deser ter l eadersh ip

Table 5.1

Inter-Correlation of Leader behaviour among the Telecom Engineers

Executives and Supervisors)


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Style is positively related to the bureaucrat leadership style which shows

th at the higher the eff(,ctiveness of deserter leadership in the appropriate

situation is perceived and known as bureaucrat. The empirical evidence is

sychronised with the basic concept o the formulation of light styles.

5.3.2 Inferential Statistics

In continuation o the intercorrelatlon analysls results,

t

tests the

significance of the differences between the groups of executives and supervisors

on

all the emerged eight leadership related to the leader behaviour

orientations. The findings are given in table 5 2

Table

5.2

Mean

SD,

and

CR

value of Executives and supervisors of

leadership styles of Telecom Service

:+

Significant a t 0.01 level.

VIII

Autocrat

Democrat 10.53 2 59

8.87

2.00 0.32

5.18


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It may be seen from table 5.2 that Executives cadre and supervisors

cadre differed on factors Deser ter Leadership Stylr- , Bure aucra t Leadership

Style and Democrat ~ ea d er s hi * tyle . The mean score referred in Table

5 2

ar e pictorially given in c ha rt 5.3.

In all the above said leadership styles, the officers belongng t o

supervisor cadre have scored higher average th an t h a t of the officers be long ~n g

to the Executives cadre. The officers belonging to supervisor cadre are the

officers who have entered th e service a t lower run gs of the technical hi era rety.

By sheer experience over a period of time, they have attain ed th e supervisory

positions in th e dep artm ent. Hence, their experience a t th e cut ting edge level

of the various sections, might have made them to pick these leadership

orientation with m ore intensity.

To know exactly th e na tu re of differences between t he directly recruited

and promoted Telecom Engineers with respect to t he eight leadership styles,

again, CR values have been found an d presented i n table 5 3


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BAR CHAR T SH OW ING M EA N DIFFERENCES OF

LEADERSHIP STYLES OF TE LECOM ENGINEERS

Executives Supervisors)

DES

M S AUT

C O M BUR DEV E N DEM

LEADERSHIP STYLES

hart

5 3


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Mean SD and

R

Value of Direct Recruited and Promoted

Telecom Engineers on factors related

to

Leadership Styles

*

Significant a t 0.01 level.

It is evident

from

the table

5.3

th at the two groups of Telecom Engineers

differed only on the factors of deserter, developer, and democrat, at

0.01

level.

The mean scores referred table 5.3 are pictorially presedted in chart

5.4.

Out of three sigmficant factors, it is seen that direct recruited oEcers have

score lower averages than the officers belonging to rank conferred officers

promotive officers) of Telecom Service. It is seen that the promotive officers

have more scores in deserter l eadersh i~ tyle swell as democrat leadership

style. The deserter leadership style is ineffective and the democrats leadership

is

effective. Even tho-ugh these two types of styles are contradictory by way of

effectiveness, the promotive officers have entered the government service a t the

lower rank of the hierarchy and because of their early experience they might

have felt the need of having these two leadership orientation in different

situations.


32/37

BAR CHART SHOWING MEAN

DIFFERENCES

OF

LEADERSHIP STYLES

OF

TELECOM

ENGINEERS

[Direct Recruit Promotive

DES M I S

COM

UR

DEV

BEN

DEM

LEADERSHIP

STYL S

Direat Recruit

l romotive

Chart 5 4


33/37

5 3 3

DIS RIMI FUN TION

ANALYSIS

To know more exactly the discriminating factors as far as leader

behaviours are concerned between the Executives and supervisors,

discr~minantunction analysis was carried out and wilks Lambda and Rao s

V

were used. The findings are given in table

5.4.

TABLE 5.4

Wilks Lambda, Rao s

V

and Significance level of t he

Discriminant Function Analysis between Executives

and supervisors N =

240

on the

eight factors related to leader behaviour

factor

entere

Eigen Value 0.216

Percentage of Variance = 100

Canonical Correlation

Coefficient 0.422

Table

5.4

indicates that

out

of eight factors, only

six

factors were

included in the analysis and out of which only factor VIII was found to be

significantly discriminating between t he two groups. Fur ther factor V, VII

i.e.


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Bureaucrat, Benevolent autocrat, which did not seem to discriminate

significantly, were not included in the Discriminant Function Analysis. It is

evident from the result that only the factor i.e. Democrat leadership style

(Factor VIII at 0.01 level alone discriminate significantly between the groups

of officers of Executive cadre and the supervisor cadre, when all the factors

were entered into step-wise method.

it is because the supervisors while they were working at the cutting

edge level in the administrative structures they might have had close

interactions with the people

in

discharging their duties. Hence during that

period they might have experienced and seen the interest of the served in

getting the results from the administrative bureaus. It is because of their field

experience they might have included within themselves more democratic

orientation.

The Eigen value is 0216 shows the discriminating power of function.

The canonical correlation coefficient of 0.422 showed that there was high

degree of association between the two sets ofscores, the dependent variable i.e.

(Democrat leadership style of Telecom Engineers) and high correlation value

shows that the discriminant fkction discriminated between the said groups

quite effectively. Having known the discriminating factor for the leader

behaviour between the Executives and supervisors, an attempt is also made.

to know the principal discriminating factors for the same leader behaviour

between the directly recruited and promoted Telecom Officers, using the same

wilks Lambda and Rao s

V

The findings are given in table

5 5


35/37

Wilks Lam bda , Rao's

V

and

significance level of

the

Discriminant

Function Analysis betw een direct ly recrui ted N

73)

and

promoted officers N=167) on t h e eight factors

re la ted to leader behaviour

Eigen value 0.096

Percentage of Variance

100

Canonical correlation coefficient 0.295

Table 5.5 shows the results of discriminant hnction analysis of the

leader behaviour between the two groups ie directly recruited and promoted

officers of Telecom service. From among the total of eight factors taken for the

study only

three

factors

are

included

in

he nalysis. They are factor

I,

VII and

VIII These factors have contributed significantly for the discrimination

between the two groups.

These two factors are democrat leadership style,

(Factor

VIII

a t

P

0 01

level), deserter leadership style (Factor

at P

0.01).

Eigen value of 0.096 shows the discriminating power of the function. The

canonical correlation coefficient 0.295 shows that there was high degree of


36/37

association between the two sets of scores ie discriminant functions and the

dependent variables (leadership styles of Telecom officers). This correlations

shows that the discriminant function discriminated the two groups quite

effectively.

The promotive Telecom officers as mentioned carrier, because of their

field experien es at the cuttings edge level

in

the administrative hierarchies

might have picked more result in the above said behaviour orientations. Hence

these factors play predominant role in scriminatir?g between promotive

Telecom Engineers and directly recruited Telecom Engineers.

5 4 ON LUSION

The behaviour topology to be defended is built on three independent

dimension called task orientation, relationship orientation and effectiveness.

Reddin's

3 D

model has been formulated on these three dimensions. From the

studies on the eight type topology of leaders behaviour, we have inferred all

the eight leadership orientations among the Telecom Engineers of Madras,

Teiephones organisation. These eight leadership styles are te rmedas Autocrat,

compramiser, Missionary, Deserter, Benevolent autocrat, Developer,

Bureaucrai, and Democrat.

The emerged leadership styles are also found to effectively correlate

among themselves. I t is seen tha t deserter leadership style is positively related

to the bureaucrat leadership style which shows that the higher the

effectiveness of the deserter leadership in the appropriate situation is


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perceived and known as bureaucrat. The empirical evidence is sychronised

with the basic concept of the formulation of the eight leadership styles.

Among the Telecom Engineers the promotive officers are gathering

differentiated from the directly recruited officers on the basis of Democrat

leadership styles.

t is seen from the study that the Executives and supertisors are getting

differentiated

among themselves as far as democrat leadership style IS

concerned. Hence the null hypothesis EII stands rejected. Further it IS seen

that the promotive Telecom officers seems to have the democratic leadership

style at a more higher level within themselves than that of directly recruited

Telecom.

Engineers. Eence the null hypothesis

t

stands rejected. To be very

specific the supervisors seem to have the democrat leadership orientation at

a higher level than that of Executives. Similarly the promotive Telecom officers

seem to have the democrat leadership orientation a t a higher level than that

of directly recruited Telecom officers.

Since supervisors and the promotive officers of Telecom Engg. Service

have sta rted their official carrier at

the

lower rungs of the departmental

hierarchy they might have got more opportunities to i n k a c t with

the

public

customers officials a t the grass root level. Their understanding of the field

realities would definitely be much less of distortions and might vibe more

closely with realities. It is because of this these types of supervisors the

Documents

Reddin's 3-D Leadership Theory