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.

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    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

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    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

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    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

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    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