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TER V
VERIFICATION OF LEADERSHIP S
REDDIN'S 3-D MODEL
ES OF
5.1
INTRODUCTION
5.2
5.3
5.4
CONCLUSION
5.1
INTRODUCTION
The leadership studies initiated In 1945 by the bureau of business
developed
and
used
in
"Leader
Behaviour
Description
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 than 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 a t
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.
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 task 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.
5.2
states.
The description of leadership styles formulated on the basis of series of
research studies are given chapter
1.
Superior
2.
Coworker
Managers
of
equivalent
level
or
3.
Subordinates
4.
Staff Advisers
5.
Unions
6.
Customers
products or services.
7.
General Public
8.
Creativity
9.
Objectives
10
Planning
11.
Change Introduction
12.
Implementation
13.
Controls
14.
Evaluation
15.
Productivity
16.
Communication
Receipt
and
transmission
information.
17.
Conflict
Disagreements.
18.
Error
of
19
Meetings
20.
Teamwork
relatlonship?;
This orientation, 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.
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
+.
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 4 (Likert, 1967).
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
current typologies agalnst the eight leader types. The eight typolopes include
L e w ~ n ,Lipp~ttand White (1939)),Brown ( 1954), McGregor (1960 r, Jennings
1962). E!ake and J4outon (19641, Hclplc (19661,Llkert (1967:, and Hala:
i 1974). This
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 that all eight typologies have an equivalent to the dedicated (autocrat) type. All of the seven other leader types each have two or more
equivalents. The separated
+ (bureaucrat) so
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.
CHART 5.2
THE EIGHT LEADER TYPES AS AN INTEGRATION OF OTHER LEADER
BEHAVIOUR TYPOLOGIES
LEADER T W E
I
(Deserter)
Separated
Dedicated
Lewin, Lippitt and
White (1939)
Laissez Faire
Brown (1954)
Laissez
Faire
l ~ e l l n i n ~(1962)
s
I Autocratic
--I-
Democrat
Autocrat
1.1
Quardrant II
Strict Autocrat
Qua;?ant
Quardrant T
-II
Human
Relations
(k~nrl~rlc'
Dt~n1ocr:tt
Autocrat
System 1
Likert (1967)
A-i
Bcnevolenl
Autocrat
Theory
Abdicrat
Democratic
Autocracy
Burcaucracy
Autonomy
Systen; 2
System :{
Systc111 4
It 1s doubtful that
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
i benevolent
+ 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 l yby 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.
h prov~ded
~ ~ the raw matez-ia! f'cr ar,
2.
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
(DES)
(MIS)
(AUT)
(COM)
(BUR)
(DEV)
Benevolent Autocrat
Leadership Style
(BEN)
(DEW
Characteristics
Does not show too much interest in maintaining good relationships.
Doesnot always show a lot of interest in subordinates or their work.
Characteristics
Treats subordinates with great kindness and consideration.
unplcasantness
Co~nrnunlcateswith others so as to maintain good relationships above
ail else.
At first slgn of conflict, attempts 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.
Characteristics
Directs the work at 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.
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 a t planning but the plans do not always work out.
1s
apply it
Characteristics
Believes that formal meetings are a 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.
D e v e l o p e r (DEW L e a d e r s h i p Styles
A leader w h o is using a high Kelatlonshlps orientation and a low Task
Orlentations in a situation where such behaviour is appropriate a n d who IS,
therefore, more effective; perceived as being people oriented, a s having implicit
trust in people, and as being primarily concerned with developing them a s
individuals.
Characteristics
Seeks out new and good ideas and motivates others to be a s creatlve a s
possible.
When conflict arises, always helps those involved to find a basis for
agreement.
Characteristics
Makes it qulte clear to subordinates what 1s expected of them.
Personally sets high output standards for himself and others and works
hard to see that they are met.
Characteristics
Relieves higher management is slmply another team t h a t should
cooperate effectlve1~-with teams lower down.
Sets objectives with others whlch are clear and fully agreed to by all
those directly involved.
Informs all concerned well in advance of any possible changes and gives
them on opportunity to influence the proposed change.
5.3
ieadership styles To find out whether, these leadership styles are in tune with
the actual leadership styles of Telecom Engneers
In
Telephones.
After testing the validity and reliability of the questionnaire, the same
was admin~steredto 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.
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 as 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
leadership styles. The analysis was based on the data of total population
(N=
The instrument 'MPAT' is already framed. We can straight away get the
follo~ringfactors that have emerged as possible leader behaviour style of
Telecom Enpneers.
2.
4.
5.
6.
7.
8.
These eight leadership styles are, i n o n e form or other, in tune with the
other leader behaviour topologies.
From the table 5.1 it could be seen that all the eight leadership styles
are generally found to have negatively correlated. This is because of the fact
that each leadership style is discrete ie individually distinct in characters and
In behaviour. Further, it is seen that Deserter leadership
Table 5.1
Inter-Correlation of Leader behaviour among the Telecom Engineers
(Executives and Supervisors)
Table 5.2
Autocrat
VIII
:+'
21:
Democrat
10.53
2.59
8.87
2.00
0.32
5.18**
DES
MIS
AUT
COM
BUR
DEV
LEADERSHIP STYLES
Chart 5.3
BEN
DEM
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.
DES
MIS
COM
BUR
DEV
LEADERSHIP STYLES
Direat Recruit
E l Promotive
Chart 5.4
BEN
DEM
5.3.3 DISCRIMI
FUNCTION ANALYSIS
between
the Executives
and
supervisors,
discr~minantfunction analysis was carried out and wilks Lambda and Rao's
TABLE 5.4
Wilks Lambda, Rao's V and Significance level of t h e
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 t h a t 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 h e two groups. Further factor V, VII i.e.
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.
Eigen value
0.096
Percentage of Variance
100
0.295
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
experiences
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
CONCLUSION
The behaviour topology to be defended is built on three independent
compramiser,
Missionary,
Deserter,
Benevolent
autocrat,
Developer,
It is seen from the study that the Executives and supertisors are getting
differentiated among themselves as far as democrat leadership style
concerned. Hence the null hypothesis EII stands rejected. Further, it
IS
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 TtT 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.
realities would definitely be much less of distortions and might vibe more
closely with realities. It is because of this, these types of supervisors 1 the
promotive Telecom Officers might have democrat leadership style than the
directly recruited officers.