Showing papers in "Journal of Applied Psychology in 1968"
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TL;DR: TEMPORAL and TOTAL FIELDS are MAXIMUM to about a age 35, after which fieldSTRICTS PROGRESSIVELY with ADVANCING AGE, and Females Consistently DEMONSTRATE SLIGHTly LARGER VISual FIELD FIels Than Men.
Abstract: LATERAL NASAL AND TEMPORAL VISUAL FIELD MEASUREMENTS WERE OBTAINED BY MEANS OF A SCREENING PERIMETER FOR NEARLY 17300 SS, AGES 16-92. THE MAJOR FINDINGS ARE: (1) TEMPORAL AND TOTAL FIELDS ARE MAXIMUM TO ABOUT AGE 35, AFTER WHICH FIELD CONSTRICTS PROGRESSIVELY WITH ADVANCING AGE, (2) NASAL FIELDS INCREASE TO A MAXIMUM OCCURRING ABOUT AGE 35 OR 40, AFTER WHICH A PROGRESSIVE DECLINE TAKES PLACE, AND (3) FEMALES CONSISTENTLY DEMONSTRATE SLIGHTLY LARGER VISUAL FIELDS THAN MEN. POSSIBLE INTERPRETATIONS FOR THESE AND OTHER FINDINGS ARE PRESENTED, AND ADDITIONAL RESEARCH IS SUGGESTED TO EXPLAIN SOME OF THE RELATIONSHIPS OBTAINED IN THE STUDY. /AUTHOR/
TL;DR: Investigation of relations of leadership style and behavior to work group performance and subordinate job satisfaction in a Veterans Administration Hospital of 1,680 beds finds differences in effective management patterns are interpreted in the light of apparent differences in situational leadership demands at the two supervisory levels.
Abstract: : The relations of leadership style and behavior to work group performance and subordinate job satisfaction have been investigated for 22 first-level and eight second-level nursing supervisors in a Veterans Administration Hospital of 1,680 beds. Nursing assistants supervised by task-oriented (Low LPC) leaders received higher performance ratings at the first level of supervision, while relationship-oriented (High LPC) leaders performed better at the second-level of supervision. Subordinate's job satisfaction was positively related to leader Consideration at both levels of supervision. However, Initiating Structure leader behavior contributed to high subordinate job satisfaction at the first level of supervision but low subordinate job satisfaction at the second level. These differences in effective management patterns are interpreted in the light of apparent differences in situational leadership demands at the two supervisory levels. (Author)
TL;DR: Dyad negotiation teams (homogenous in the complexity of the individuals' conceptual structure) spent several hours attempting to solve a simulated international conflict situation and the interaction effect for complexity and leadership characteristics was highly significant.
Abstract: : Dyad negotiation teams (homogenous in the complexity of the individuals' conceptual structure) spent several hours attempting to solve a simulated international conflict situation. Every participant repeatedly rated himself and the other participants on Stogdill's ten leadership characteristics. The dyad member with the overall highest ratings on all scales was considered the dyad's leader. The effect of simplicity and complexity of conceptual structure on the degree to which leaders display Stogdill's leadership characteristics was analyzed in an ANOV design. The interaction effect for complexity and leadership characteristics was highly significant. Complex leaders were rated higher on 'Tolerance for Uncertainty', 'Assumption of Leadership Role', 'Consideration', and 'Predictive Accuracy'. Simple leaders were rated higher on 'Initiation of Structure', 'Production Emphasis' and 'Demands Reconciliation'. (Author)