motivational analysis of organizations

❚❘ PATTERNS OF EFFECTIVE SUPERVISORY
BEHAVIOR
Henry P. Sims, Jr.
The purpose of the Supervisory Behavior Questionnaire is to identify patterns of leader
behavior and to describe them in terms of an operant theory of leadership (Mawhinney
& Ford, 1977; Scott, 1977; Sims, 1977). This introduction to the instrument will present
a conceptual approach to leadership theory that is different from the traditional
approaches of consideration/initiating structure, managerial grid, and/or contingency
theory.
THEORY UNDERLYING THE INSTRUMENT
The instrument assumes a theory of leadership based on operant or reinforcement
principles (Skinner, 1969). According to this theory, behavior within organizations is
controlled by “contingencies of reinforcement.” Figure 1 represents a positive
reinforcement contingency, which consists of three parts. The first part is a
discriminative stimulus (SD ), which is an environmental cue that provides an individual
with information about how behavior will be reinforced. A discriminative stimulus is
environmental information that comes before individual behavior. The second part is the
response or behavior of the individual. The behavior is followed by the administration of
a reinforcer. A positive reinforcer (the third part) is a reward that is administered
following a desired behavior; it has the effect of increasing the frequency of the
behavior.
Figure 1. Contingency of Positive Reinforcement
Reinforcers are frequently thought of as material benefits, that is, pay or some
extrinsic incentive. In the supervisor-subordinate relationship, however, interpersonal
reinforcers frequently are more potent (at least in the short term). Compliments or
statements of recognition that are contingent on desirable behavior at work can have
reinforcing effects that serve to increase future performance.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 137