Fred Dansereau

Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers

Abstract Traditional approaches to the investigation of leadership within formal organizations have employed an Average Leadership Style (ALS) model. This model views the behavior of the person in the formally designated position of leader toward the members of his unit in general as the critical input determining the organizational effectiveness of his unit. An alternative to this average leadership style approach called the Vertical Dyad Linkage (VDL) model was presented and investigated. Employing this VDL model, it was found that Equity Theory and Instrumentality Theory, though often presented as alternative approaches to the explanation of human behavior in organizations, may be quite complementary in their predictive capabilities. The key role of the leader in working through the vertical dyad linkages to establish the necessary conditions for instrumentality theory or equity theory is suggested and discussed.

Organizational understructure and leadership: A longitudinal investigation of the managerial role-making process☆

Abstract The results of this longitudinal investigation of the processes by which a formal organization is almost entirely transfused with new reporting relationships reveal the operation of organizational understructures. These understructures appear to differentiate not only the lowly organizational unit but also they appear to differentiate elaborate hierarchies of vertical relationships. These understructures apparently mediate the downward flow of resources and responsibilities. The outcropping of these understructures are analyzed, and the results are discussed.

An empirical test of the man-in-the-middle hypothesis among executives in a hierarchical organization employing a unit-set analysis

Abstract An empirical test was made of the hypothesis that, like foremen and middle managers, executives in a hierarchical organization are men-in-the-middle regarding the conflicting evaluations of their behaviors by their superiors and by their members. Specifically, the superiors were hypothesized to evaluate highly the executives structuring of his units activities, his dominance over his unit, and his superior influence over the functioning of his unit. In contrast, the executives people were hypothesized as evaluating highly less structuring, less dominance, more considerate behavior, and more influence of the members on unit operations. Results showed that although leadership style tended to be evaluated somewhat differently by superiors and unit members, the over-all situation was one of agreement between these two sources.

Leadership Behaviors as Cues to Performance Evaluation

The possibility of employing the indirect feedback contained within a superior’s behavior to obtain information about the relative effectiveness of current performance is explored. The results demo...

A new kind of organizational behavior

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on the varient approach to theory building and testing. In particular, we offer four simple, yet comprehensive theories to account for individual behavior, interpersonal relationships, group dynamics, and collectivized processes in organizations. In each case, two constructs, their association, and the levels of analysis of their operation are proposed. While the four theories proposed here are simple notions, they can explain a variety of complex phenomena and behavior in organizations.

OVERVIEW: MULTI-LEVEL ISSUES IN ORGANIZATIONAL BEHAVIOR AND PROCESSES

Provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. This work presents a theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.

A newer organizational behavior

This reply to Ashkanasys commentary (2009) on our chapter “A New Kind of OB” (Yammarino & Dansereau, 2009) offers some additional thoughts on theory building and theory testing in terms of our four simple theories about individual behavior, interpersonal relationships, group dynamics, and collectivized processes in organizations. We reiterate the key point that these simple notions can explain a variety of complex phenomena and behavior in organizations.

Overview: Multi-level issues in organizational behavior and leadership

Multi-Level Issues in Organizational Behavior and Leadership is Volume 8 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.

Overview: Multi-Level Issues in Organizations and Time

“Multi-Level Issues in Organizations and Time” is Volume 6 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by two commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.

Overview: multi-level issues in social systems

“Multi-Level Issues in Social Systems” is Volume 5 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by two commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.