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References (5)
-
F. Harbison, C. Myers (1960)
Management in the industrial worldThe International Executive, 2
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D. Katz, R. Kahn (1966)
The Social Psychology of Organizations -
E. Fleishman (1953)
Leadership Climate, Human Relations Training, and Supervisory BehaviorPersonnel Psychology, 6
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R. Kahn, E. Boulding (1966)
Power and conflict in organizationsThe Economic Journal, 76
-
M. Haire, E. Ghiselli, L. Porter (1963)
Cultural Patterns in the Role of the ManagerIndustrial Relations, 2
- Publisher
- American Psychological Association
- Copyright
- Copyright © 1970 American Psychological Association
- ISSN
- 0021-9010
- eISSN
- 1939-1854
- DOI
- 10.1037/h0028665
- Publisher site
- See Article on Publisher Site
Abstract
Used a questionnaire developed by M. Haire, E. E. Ghiselli, and L. W. Porter (see 40:11) to investigate the leadership beliefs of 1339 Australian managers. Results showed their beliefs similar to those of managers in England and the United States, rather than to those of managers from other cultural groups. In common with all managers, they distrusted the average individual's capacity for initiative and leadership yet endorsed democratic-participative methods of leadership. Belief varied according to frame of reference, general belief being more democratic than belief in practicability and actual practice.
Journal
Journal of Applied Psychology – American Psychological Association
Published: Feb 1, 1970