Leader Behavior Description Questionnaire Research Articles

Big Data in Leadership Studies: Automated Machine Learning Model to Predict Preferred Leader Behavior Across Cultures

With global leadership as the new norm, discussion about followers’ preferred leader behaviors across cultures is growing in significance. This study proposes a comprehensive predictive model to explore significant preferred leadership factors, drawn from the Leader Behavior Description Questionnaire (LBDQXII), across cultures using automated machine learning (AML). We offer a robust empirical measurement of culturally contingent leader behavior and entrepreneurship behaviors and provide a tool for assessing the cultural predictors of preferred leader behavior to minimize predictive errors, explore patterns in the data and make predictions in an empirically robust way. Hence, our approach fills a gap in the literature relating to applications of AML in leadership studies and contributes a novel empirical method to better predict leadership preferences. Cultural indicators from Global Leadership and Organizational Behavior (GLOBE) predict the likelihood of the preferred leader behaviors of “Role Assumption”, “Production Emphasis” and “Initiation of Structure”. Hofstede’s Long-Term/Short-Term Orientation is the most critical predictor of preferences for “Tolerance of Uncertainty” and “Initiation of Structure”, whereas the value of restraint impacts the likelihood of preferring leaders with skills in “Integration” and “Consideration”. Significant entrepreneurial values indicators have a significant impact on preferences for leaders focused on “Initiation of Structure”, “Production Emphasis” and “Predictive Accuracy”. Findings also support earlier studies that reveal age and gender significantly impact our preferences for specific leader behaviors. We discuss and offer conclusions to support our findings that foster development of global business managers and practitioners.

Promoting leadership and communication skills in emergency medicine residents: the role of High-Fidelity Simulation

The residency program in Emergency Medicine should include formal training in Non-Technical Skills (NTS). We evaluated the effectiveness of a program based on High-Fidelity Simulation (HFS) to improve the leadership and communication skills of residents in Emergency Medicine. In this prospective observational study, we performed 6 simulation sessions, each with 3 scenarios about the management of the critically ill. In the second to the fifth session, participants received specific training about: the ABCDE (Airway, Breathing, Circulation, Disability, Exposure) approach, leadership, communication, and situation awareness, one topic per session. Technical Skills (TS) were measured as the percentage of critical actions correctly performed by participants during the primary examination. NTS were rated by the Leadership Behavior Description Questionnaire (LBDQ), Communication Competence Questionnaire (CCP), and Clinical Teamwork Scale (CTS). The trend over the following sessions was evaluated. We examined 90 scenarios, 15 scenarios per session (three scenarios repeated 5 times). The LBDQ score reached in the fifth and sixth sessions (fifth: 25 [20-30]; sixth: 25 [22-29]), was significantly higher than that obtained in the first, second, and third ones (first: 23 [18-24]; second: 22 [16-26]; third: 20 [14-26], all p<0.05). The percentage of correctly performed actions during ABCDE assessment (10 [7-14] vs. 17 [15-19]), as well as CCQ scores (46 [42-48] vs. 51 [47-52]) and CTS scores (82 [64-88] vs. 94 [91-101], all p<0.01), increased significantly between the first and the last session. HFS confirmed to be an effective instrument to allow Emergency Medicine residents to acquire NTS skills in a safe environment.

Bridging Culture and Leadership: Unveiling Values and Styles in North Macedonia

Culture and leadership display various patterns of interrelationship across countries and regions. However, research is sparse for Slavic countries and especially for small countries like the Republic of North Macedonia. Therefore, this paper tries to explore the linkages between culture dimensions and preferred leader behavior in the country focusing on differences between the capital city of Skopje and the rest of the country. The study utilizes Values Survey Module and Leader Behavior Description Questionnaire XII on a sample of 259 employees. The results show statistically significant differences for one cultural dimension and most of the preferred leader behavior dimensions. There is a complex matrix of positive and negative correlations between the culture dimensions and preferred leader behavior with regional variations in the correlation matrix. Having in mind the small and convenient sample, more studies are needed to further explore such linkages.

Investigating Task-Oriented Leader’ Behavior in Public and Private Universities to Establish the Structure of Quality Improvement

This study aimed to ascertain if task-oriented leaders' behavior and the establishment of structures to improve the caliber of universities are correlated. Furthermore, this research also assessed the disparity in the quality improvement framework between public and private universities and the variation in task-oriented leadership behavior shown by leaders in these universities. The survey comprised 369 participants, including Punjab's heads of departments, faculty deans, and directors of quality improvement cells drawn from public and private universities, as well as those accredited by the Higher Education Commission (HEC). Task-oriented leaders' behavior was assessed using the Leader Behavior Description Questionnaire (LBDQ), while universities' quality improvement progress was gauged using the Institutional Performance Questionnaire (IPQ). The independent sample t-test and Pearson Correlation Coefficient were used to examine the data. According to the research, leaders at public universities are more task-oriented than private ones. Furthermore, the study showed that private universities had better quality improvement structures than public universities. The results of this study indicate that enhancing the quality of universities may benefit from a task-oriented leadership style.

Attributes of leadership skill development in high-performance pre-hospital medical teams: results of an international multi-service prospective study

BackgroundsTeam leadership skills of physicians working in high-performing medical teams are directly related to outcome. It is currently unclear how these skills can best be developed. Therefore, in this multi-national cross-sectional prospective study, we explored the development of these skills in relation to physician-, organization- and training characteristics of Helicopter Emergency Medicine Service (HEMS) physicians from services in Europe, the United States of America and Australia.MethodsPhysicians were asked to complete a survey regarding their HEMS service, training, and background as well as a full Leader Behavior Description Questionnaire (LBDQ). Primary outcomes were the 12 leadership subdomain scores as described in the LBDQ. Secondary outcome measures were the association of LBDQ subdomain scores with specific physician-, organization- or training characteristics and self-reported ways to improve leadership skills in HEMS physicians.ResultsIn total, 120 HEMS physicians completed the questionnaire. Overall, leadership LBDQ subdomain scores were high (10 out of 12 subdomains exceeded 70% of the maximum score). Whereas physician characteristics such as experience or base-specialty were unrelated to leadership qualities, both organization- and training characteristics were important determinants of leadership skill development. Attention to leadership skills during service induction, ongoing leadership training, having standards in place to ensure (regular) scenario training and holding structured mission debriefs each correlated with multiple LBDQ subdomain scores.ConclusionsOngoing training of leadership skills should be stimulated and facilitated by organizations as it contributes to higher levels of proficiency, which may translate into a positive effect on patient outcomes.Trial registrationNot applicable.

Organizational Culture and Resulting Leadership Behaviors: Empirical Evidence from Social Workers in Kuwait

ABSTRACTThis study investigates the influence of Bureaucratic, Supportive, and Innovative organizational structures on Consideration and Initiating Structure leadership behaviors. The study comprised survey of 261 purposively sampled social workers employed in Kuwaiti governmental social organizations. The Organizational Culture Index (OCI) and the Leader Behavior Description Questionnaire (LBDQ) were used for data collection, and Structural Equation Modeling was used to examine these relationships. The results of this study demonstrate that Bureaucratic cultures significantly affect both the Consideration and Initiating Structure behaviors. Moreover, Supportive organizational culture predicts Consideration, whereas little evidence is found to support if Innovative Culture has any impact on Consideration or Initiating Structure.

Do Employee-oriented and Task-oriented Leadership Behaviors of Secondary School Heads matter for their Teachers Job Satisfaction?

The major purpose of this study was to identify the type of behavior leaders commonly use in secondary schools as well as the effect of that behavior on teachers’ job satisfaction. For having a clearer picture, there were two categories of behaviors investigated such as employee-centered behavior of leader and task-centered behavior of leadership. In this way, two different questionnaires ‘the Leadership behavior description questionnaire (LBDQ XII)’ and ‘teachers’ job satisfaction questionnaire (TJSQ)’ were adapted and distributed among teachers for knowing their perception. 200 participants were chosen from the area of Lahore by using the convenience sampling technique. The survey questionnaire has divided into three sections: one comprises demographic information, while the other two cover statements about leader behaviors and job satisfaction. With the help of Statistical Package for Social Sciences (SPSS) 21.0 IBM, the gathered data were scrutinized. Independent sample T.test and Pearson’s correlation tests were applied for attainment of results. With the help of computed data, it can be inferred that there is a substantial link between heads' employee-oriented and task-oriented leadership conduct and teachers' satisfaction regarding their jobs while task-oriented leadership behavior being the most common inside institutions.

The influence of nursing leaders' behavior on nurses' job satisfaction: A quantitative study in Hail, Saudi Arabia

This cross-sectional quantitative study investigates the intricate relationships between the demographic characteristics of nurses and their perceptions of leader behavior and job satisfaction within the healthcare context of Hail, Saudi Arabia. The primary aim is to establish the pertinence of nursing leaders' behaviors in shaping the perceptions and job satisfaction levels of nursing professionals. A sample of 716 nurses was selected using a simple random sampling method, with participants completing questionnaires administered through online software. Two validated instruments were employed: the 19-item Leadership Behavior Description Questionnaire (LBDQ), exhibiting excellent reliability (Cronbach's alpha of 0.955), and the 20-item Minnesota Satisfaction Questionnaire (MSQ), also demonstrating excellent reliability (Cronbach's alpha of 0.968). Results indicate a moderate level of job satisfaction with a significant association observed with respect to age. However, nurses' perceptions of nursing leaders' behaviors did not exhibit significant variations concerning age, education, or experience. Similarly, no substantial correlations were found between job satisfaction, experience, and education. These findings align with previous studies, emphasizing that job satisfaction is primarily contingent on a supportive work environment rather than organizational structure or nursing care delivery models. Consequently, the behavior of leaders towards their staff emerges as a crucial determinant of staff satisfaction, offering a substantial solution for staff retention and fostering a positive work culture. Such improvements can enhance staff competence, skills, and overall quality, ultimately ensuring the provision of safe patient care.

The Relationship between Safety Leadership Style and Safety Climate in Phosphoric Acid Industry

Introduction: Phosphoric acid companies have risks that can lead to work accidents. There are several factors that influence the occurrence of work accidents, one of which is organizational and management factors. Leadership style is a factor in the work safety climate which leads to work accidents and work productivity. The purpose of this study was to analyze the relationship between leadership style and work safety climate in the Phosphoric Acid Plant at Phosphoric Acid Industry. Methods: The type of this research is descriptive quantitative research and through a cross-sectional approach to 44 workers at the Phosphoric Acid Plant. The variables of this study including safety leadership style and work safety climate. The data collection method used was secondary data obtained from the company’s annual data and as well as the primary data using the Leader Behavior Description Questionnaire and the Nordic Safety Climate Questionnaire. Each variable dimension was analyzed using the Spearman correlation method. Results: The results indicate that most workers, 47.7%, have both very high consideration and high initiating structure leadership style level. There is a relationship between leadership style and work safety climate with a correlation coefficient of 0.787 and shows a strong positive correlation. Conclusion: There is a strong positive relationship between leadership style and safety climate.

The Influence of Principal Leadership on Students’ Academic Achievement: A Case Study of A School

This research was conducted at 15 government schools in Addis Ababa. The objectives of this research are to identify principal style and its effect on academic achievement. The “Leader Behavior Description Questionnaire” (LBDQ) formed by Halpin (1966) was used. Meanwhile Academic achievement was measured using the “School Certificate Examination Results from 2017-2020. A total of 191 teachers and 15 principals from government school in Addis Ababa were randomly chosen. Pearson correlation was used to analyze the data. To support data obtained from questionnaire given 10 teachers were interviewed. The results showed that most of the school leaders adopt a democratic style of leadership. There was a significant correlation between the structure of task-oriented leadership style and students’ performance in the examinations. Correlation analysis also showed that principals practice task- oriented structure and consideration-oriented structure in relation to their work responsibilities. Furthermore, findings also showed that majority of the principals are more likely to practice consideration-oriented leadership style compared to structure-oriented leadership style.

Leadership behavior of deans as a determinant of faculty job satisfaction and job commitment

Background: Faculty job satisfaction and commitment contribute to the success of academic programs of a college. The main purpose of the study was to determine the relationship of leadership behavior of the deans of nursing colleges to the job satisfaction and job commitment of the faculty members.Methods: The study used a descriptive correlational design. Twenty deans and 100 faculty members from 20 nursing colleges in the National Capital Region, Philippines participated. Survey instruments used were the (1) modified Leader Behavior Description Questionnaire, (2) modified Minnesota Job Satisfaction Questionnaire, and (3) Job Commitment Questionnaire. Leadership behavior was measured based on the “initiating structure” and “consideration” dimensions.Results: Deans of nursing schools viewed their leadership behavior as “highly initiating” (M = 44.0, SD = 5.61) and “very highly considerate” (M = 50.1, SD = 4.99). Assessment of faculty members revealed congruent findings for the leadership dimensions of initiating structure (M = 46.6, SD = 3.83) and consideration (M = 49.9, SD = 2.66). Faculty members were generally “satisfied” (M = 4.20, SD = .25) and “committed” (M = 4.00, SD = .23) to their teaching job. Among the recently established colleges, the “initiating structure” dimension was highly positively correlated with job commitment of faculty members, r = .82, p < .05. There were no statistically significant relationships between the school classification, and the job satisfaction and job commitment of nursing faculty members.Conclusions: Measures must be instituted to improve the “initiating structure” behavior of deans of recently established nursing schools to increase job commitment of faculty members. Other factors associated with job satisfaction and job commitment should be explored.

The Associations between Work Stress, Leadership Behaviors and Job Performance among Workers in Three Types of Occupations in Malaysia

The objectives of this study were to identify the differences in work stress, leadership behaviors (consideration and initiating structure) and job performance based on demographic information; and investigate the association between work stress, leadership behaviors and job performance after controlling other variables (demographic information). Data from 200 workers from three types of occupations in Malaysia (promoter, cleaner and factory workers) was collected. Participants were given a questionnaire consisting of six demographic information: Job Stress Scale, Leader Behavior Description Questionnaire, and Job Performance Scale. The findings revealed that female workers experience higher work stress and job performance, workplace stress and job performance are higher in different age groups (40-49 years old), the leaders were rated as being more thoughtful (consideration behavior) (30-39 years old) and initiating structure (50-59 years old). Furthermore, workers with three to four years of experience evaluated themselves as more stressed and having high job performance, but workers with less than two years of experience regarded their bosses as having more considerate behavior and initiating structure. Moreover, after controlling the demographic information, it was discovered that work stress was negatively related to job performance, whereas consideration behavior was positively associated. Lastly, the findings are discussed along with the limitations, implications and recommendations for future research.

Military Leader Behavior Formation for Sustainable Country Security

The continuous improvement of military leadership identity to maintain excellent performance with respect to the promotion of mission success is a highly desired by the Lithuanian Armed Forces. This study seeks to identify the criteria for effective leadership behavior that is appreciated by Lithuanian servicemen. The validated Leader Behavior Description Questionnaire (LBDQ XII) was used to collect data representing followers’ preferences with respect to commander–leader behavior by assessing twelve leadership behavior criteria. Additionally, commander–leaders were chosen as experts to judge the importance of the criteria by pair-wise assessment. Consequently, the Fuzzy Decision Making (FDM) with Fuzzy Decision Making Trial and Evaluation Laboratory (DEMATEL) method based on the new concept of the relationship between the influenced and influencing criteria were employed to analyze the ranking using leadership behavior and to establish the causal relationships among the criteria when the collected data were expressed in trapezoidal fuzzy numbers. This study contributes to military leadership by using a novel approach for identifying and prioritizing the behavior criteria for leaders. The results indicate six “cause” constructs: ability to persuade, taking the lead, result orientation, accurate forecasting, building interpersonal relationships, and cooperation with managers. These findings could assist militaries in designing effective improvement strategies for continuous leadership training.

Perceived Leadership Behaviors among Multigenerational Managers

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel

Evaluation of leadership in a small restaurant company in Acolman, State of Mexico

Most authors give leadership a great importance as a socio-psychological factor within the system that constitutes business management. The present exposes a field research work in a service company located in Acolman, State of Mexico, with the purpose of analyzing leadership on the basis of competencies, privileging the affective and cognitive character of the personality of its leader. For its measurement, a questionnaire adapted from the Leader Behavior Description Questionnaire (LBDQ) prepared by Almudena (2010) was applied, which consists of 48 questions. Altogether, ten factors were evaluated that were named Interest, vision, ability to learn and make learn, competences, commitment, sincerity, ambition, self-knowledge, enthusiasm and leadership. The measurement was made through the statistical program SPPS (version 22) on the Likert scale, where satisfactory ratings were obtained in the evaluation.

Sports Manager Training and Leadership Behaviors

The aim of this study is to examine the leadership behaviors levels of university students studying in the Sports Management Department. The sample of the research consists of 148 students (male n=112, female n=36) aged between 18 and 28 years. In this study, the Personal Information Form was created in order to learn the characteristics of the participants such as gender, age groups, the status of doing sports as an athlete and the status of volunteering in sports events. The Leader Behavior Description Questionnaire (LBDQ), which was translated into the Turkish Language by Atar and Özbek (2009), was used as a data collection tool. The mean score of the students was 4.142 in the dimension of initiating structure and was 3.760 in the dimension of consideration. According to the results of the analysis, the initiating structure dimension scores differed according to variables of gender, the status of doing sports as an athlete and the status of volunteering in sports events. The consideration dimension scores differed age groups and the status of volunteering in sports events. In addition, it was found that there was a linear and significant relationship between scores of initiating structure and consideration.

Using Personal and Social Responsibility Model for Gaining Leadership Behavior in Students

<p style="text-align:justify">In the research, it was aimed to teach responsibility to the students, ensure and develop awareness of leadership behavior using a leadership program, and also examine the effectiveness of the Teaching Personal and Social Responsibility (TPSR) model in terms of forming a leadership behavior. The study group consisted of 55 students in high school 1st grade attending Ankara Turkish Volleyball Federation Sports High School. In the study, mixed methods pattern with embedded semi-experimental pretest-posttest control group was used. While a 32-hour leadership program was being applied to the students in the experimental group, the current curriculum was continued to be taught for the students in the control group. As data collection tools, the Personal and Social Responsibility Behavior Scale, the Leader Behavior Description Questionnaire, a semi-structured individual interview form, and field notes were used. For findings; descriptive statistics and One-way Analysis of covariance (ANCOVA) were used in the analysis of quantitative data, and content analysis method was used in the analysis of qualitative data. As a result, the leadership program including 16 lectures delivered during eight weeks was effective in terms of teaching responsibility to the students of Sports High School and forming and developing leadership behaviors.</p>

Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective

Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.

Leadership Behaviors of Superintendent/Principals in Small, Rural School Districts in Texas

In this study, 206 teachers, 35 school board presidents, and 37 superintendents/principals (n = 278) were surveyed regarding their views of effective leadership behaviors demonstrated by school leaders with dual role responsibilities through serving as both a school principal and as a superintendent in small rural school districts. Data were collected through use of the Leadership Behavior Description Questionnaire Form XII and the Leadership Behavior Description Questionnaire Form XII Self. Of the 12 leadership domains assessed through use of this measure, statistically significant differences were yielded on 6 of the 12 leadership areas: Representation; Demand Reconciliation; Tolerance of Uncertainty; Persuasiveness; Initiation of Structure; and Role Assumption. Superintendents/principals reported lower scores in these areas than did teachers and/or school board presidents. Implications of these findings are discussed.