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specific role demands of leaders, the context in which they functioned, or differences in
dispositions of leaders or followers. Failure to consider these factors was subsequently
thought to be the reason for the researchers’ inability to identify leader behaviours that
had universal or near universal effectiveness.
Stogdill (1974, pp. 128-141) discussed the Ohio State Leadership Studies from 1945
through 1970. Several factor analytic studies produced two factors identified as
Consideration and Initiation of Structure in Interaction. Stogdill (1959, 1963, 1974 pp.
142-155) noted that it was not reasonable to believe that the two factors of Initiating
Structure and Consideration were sufficient to account for all the observable variance in
leader behaviour relating to group achievement and the variety of social roles.
Stodgill’s theory suggested there are patterns of behaviour involved in leadership,
though not equally important in all situations Stogdill’s twelve factors are described in
Figure 3.10. The order of the list and the numerals of the factors have no relevance.
Superior Orientation is a behaviour set not included in many leadership surveys. It is
discussed and analyzed in Kerr, Schriesheim, Murphy, and Stogdill (1974) and
moderates between leader predictors and follower satisfaction. They found that the
greater the perceived upward influence of the supervisor, the greater the positive
relationships between the Consideration factor and subordinate satisfaction. This will be
especially true for subordinates who are highly dependent upon their boss for such
things as recognition, freedom, and physical and financial resources.
Figure 3.10. Leader Behaviour Dimensions Defined by LBDQ XII
Factor 1: Representation measures to what Factor 7: Role Assumption measures to what
degree the manager speaks as the representative degree the manager exercises actively the leadership
of the group.
role rather than surrendering leadership to others.
Factor 2: Demand Reconciliation reflects how
well the manager reconciles conflicting demands
and reduces disorder to system.
Factor 3: Tolerance of Uncertainty depicts to
what extent the manager is able to tolerate
uncertainty and postponement without anxiety or
getting upset.
Factor 8: Consideration depicts to what extent the
manager regards the comfort, well-being, status and
contributions of followers.
Factor 9: Production Emphasis measures to what
degree the manager applies pressure for productive
output.
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