Perceptual differences between managers and subordinates regarding leadership styles

[摘要] English: Maribi Company acknowledged that perceptual differences between managers andsubordinates are likely to occur, and that may lead to communication gaps that in turn mayhamper the relationship between managers and their subordinates. Since healthyrelationships between managers and their subordinates are a strong motivational tool, thecompany believes that it is imperative that possible perceptual distortions be identified andaddressed in order to create an atmosphere of constructive, supportive eo operationenvirorunent that will increase productivity levels.The current study was therefore set about by the Maribi Company to investigate. anddetermine the perceptual differences that might occur between managers and theirsubordinates with regard to the manager's leadership styles.In reviewing the literature, perception and leadership were dealt with in separate chapters.In reviewing perception, the process commenced with the definition of perception,followed by the perception process, then factors influencing perception, and the influenceof perception on human behaviour.The chapter regarding leadership was commenced by the definition of leadership, varioustheories of leadership, the most recent approaches to leadership, participative leadership,factors forcing organisations to move towards participation, the praxis of leadership,essential practices of exemplary leadership, research findings regarding subordinate'sperceptions of leader's practices, and research finding regarding follower's culturalorientation and task structure.It was evident from the literature that, whether or not the manager successfully plans ororganizes the work of his or her subordinates and actually helps them to structure theirwork more efficiently and effectively is far less important than how subordinates perceivethe manager's efforts.It was also discovered from the literature study that that effective leadership is a functionof specific qualities of the leader, a balance between task and relationship orientation andcharacteristic of the situation as well.The methodology utilized in the process was to target a company that produces liquor inthe central region which has depots Free State, North West, and part of the NorthernCape. The company was given a pseudo name (Maribi) for the sake of anonymity.The population of the area investigated was of heterogeneous nature, characterised bypeople speaking Tswana, S.Sotho, Afrikaans , and English being a dominant language inthe company.A sample of 136 respondents has been randomly selected. The data was gathered bypersonally visiting the respective depots and relevant respondents being givenquestionnaires to fin in whiles the researcher was there to clarify misunderstandings. TheLeadership Process Inventory which made provision for five distinctive leadershippractices (challenging the process, impiring a shared vision, enabling others to act,modeling the way, and encouraging the heart) was used as a measuring instrument.The standard SPSS computer program was used to conduct a multivariate analysis ofvariance to determine the differences in perceptions between managers and theirsubordinates with regard to managers leadership styles.Highly significant differences between managers and subordinates regarding the leadershipstyles of challenging the process and enabling others to act have been identified.Significant differences between managers and subordinates occur regarding the leadershipstyles of rnodeling the way and encouraging the heart.Conclusions made out of the study were that the perceptual differences between managersand their subordinates regarding the leadership styles of managers can be attributed to theperceptual distortion that occur during the respective stages of the perceptual process, i.e.the selection, the organization and the interpretation of information. It was also concludedthat the perceptual difference can probably also be ascribed to a lack of communicationbetween managers and subordinates.It was therefore recommended that a questionnaire that cover a broader range ofleadership styles be used or developed, and that the sample size be extended to more thanone organization. It was further recommended that the explanation for significancedifferences between managers and subordinates regarding the application and practicalimplementation of the respective leadership styles be investigated and addressed. Withregard to the relative significance and impact of perceptual differences between managersand subordinates pertaining to leadership styles, it was recommended that the matter beinvestigated further in order to minimize a potential negative effect on the outcome of thisrelationship.

[发布机构] University of the Free State