1 (Gronn, 2002)2 (Day, Gronn, & Salas, 2004; Gronn, 2002; Pearce & Conger, 2003) 1 (M) 1 1 (, 1971) (, 1972) (2002) (2005) 2 Mehra, Smith, Dixon, & Ro

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1 1) 2) 3) 1)2)3) The leadership effectiveness of multiple leaders: How do they effectively guide their team? Chika HOKAURA 1) Kiriko SAKATA 2) Ryo HAYASE 3) 1) Sojiz Building Materials Corporation 2) Graduate School of Integrated Arts and Sciences, Hiroshima University 3) Graduate School of Health Sciences, Okayama University Abstract: Whereas many groups have formal or appointed sub-leaders other than their formal leaders, researchers have focused on the effectiveness of a single leader with a few exception (Kouguchi et al., 2002; Mehra et al., 2006). We examined how leadership behavior by a leader (L) and sub-leader (SL) is effective for the group. Leadership behavior was measured using the framework of PM theory (Misumi, 1984), which measures a leader s degree of task-performance behavior (hereinafter called P) and group maintenance behavior (hereinafter called M). It has been proven that a high P and high M leadership style (i.e., PM style) is most effective. Our first hypothesis is that the complementary leadership style by the leader and sub-leader (i.e., P-L & M-SL, M-L & P-SL), especially the combination of who has more strong social power and M behavior leader with P sub-leader, will be more effective than the opposite one. We investigated nurses and they rated senior (L) and sub-senior nursing officers (SL) leadership effectiveness, on points of PM leadership, social power, inter and intra group leadership and others. As a result of ANOVA, M-L & P-SL, who has strong social power than subleader style was seen to have a high effect on the leadership effectiveness corresponded to perfect style rather than the same leadership style. In addition, complementary leadership style of PM behavior for inter and intra group leadership was effective to leadership evaluation. Key words: leadership, multiple leaders, leadership effectiveness

2 1 (Gronn, 2002)2 (Day, Gronn, & Salas, 2004; Gronn, 2002; Pearce & Conger, 2003) 1 (M) 1 1 (, 1971) (, 1972) (2002) (2005) 2 Mehra, Smith, Dixon, & Robertson (2006) 1 (emergent leader) (2009) PM P

3 (2009) (2005) PM(, 1984) PM PM P M 2 P MPM (Burke, 1967) 1P M P M ( 1971) P M PM 1 P M 2 PMPM 1 2 P M PM PM MP PM (, 1967) PM (1984) (French & Raven, 1959) ( )() (, 1987) French & Raven(1959) 5 PM P M (, 1984) Hersey, Branchard & Johnson(2000) M (Mulder, 1977) (1967) Hersey et al.(2000) M 1 P

4 M P MM P M P 2 M P P M ( ) % % % % PM PM (1984)M4 P2 P28 2 ( 1987) (1987) (1984) ( ) % % % % 3.9% PM PM (1984) M5 P3 P210 2 (1987) (1984) PM PM (2005)

5 PM( ) ( ) ( ) 2 M (α=.90)p (α=.82) P (α=.70) 3 PM 2 ( ) M (α=.90) P (α=.83) P (α=.75) 3 P P ( ) (α=.93)2 (α=.80)3 (α=.62) (αs>.72) 3 (αs>.79) 1 (αs>.72), ( ) ( )4 1 (α=.90)2 (α=.90)3 (α=.87)4 (α=.73) PM PM P P P M ( =.667** =.663**)M P( =-.044 =-.042)P P PM P M P M pmp M PP M MP M PM (Table 1) M 行動 P 行動低群 (p) 高群 (P) 低群 (m) pm 型 P 型高群 (M) M 型 PM 型 PM P M PM P M M P PM M P P P P P M M M M PM PM PM PM (Table 2)

6 師長 PM 行動 pm P M PM 合計 pm 副師長 P PM 行動 M PM 合計はP M,2はM P,3はP P,4はM M,5はPM PMを表す 25% % 25% 1 (, 2009) PM PM 14 ANOVA ANOVA () PM(P M M P P P M M) ANOVA (F(3, 94)=6.83, p<.001) (F(3, 94)=7.89, p<.001) PM PM (F(3, 95)=4.29, p<.01) (F(3, 95)=4.14, p<.01) (Figure 1) P P(M=3.04) M P(M=4.11) M M(M=4.00) P M(M=3.39) M P(M=4.11) 1 2 モチベション業績規範 ** ** P M M P P P M M P M M P P P M M * * 勢力認知師長優位群副師長優位群 ** p<.01 * p <.05 p <.10 勢力認知師長優位群副師長優位群 * p<.05 p<.10 ( ) PM(P M M P P P M M) ANOVA PM (F(3, 98)=6.52, p<.001) PM (F(3, 98)=6.78, p<.001) (Figure 2) M M(M=2.76) M P(M=3.55) M M(M=2.76) (M=3.33) 1 2 ( ) PM(P M M P P P M M) ANOVA (F(3, 86)=5.12, p<.01)

7 (F(3, 87)=6.39, p<.01) (F(3, 87)=2.72, p<.05) (Figure 3) P P(M=3.29) P M(M=3.64) M P(M=4.07) M P (M=3.35)(M=4.07) (1) モチ 4.00 ベ 3.50 シン * * P M M P P P M M 勢力認知師長優位群副師長優位 * p <.0 p <.1 PM (P M M P P P M M) ( ) ANOVA (F(3,139)=1.51, p=.18) (F(3,79)=4.09, p<.01) 40 P P(M=3.14) M M(M=4.03)P P 40 (M=3.14) 20 (M=3.56) M M20 (M=3.40) 40 (M=4.03) 11 2 PM M P M M (1) PM (2 ) 1 M P M M ANOVAM M (Hersey, et al., 2000) 2 PM PM M P 2 (, 1984) P M P M

8 2 PMPM (2005) PM Lwin & Hirose(1997) PM 2 P M4 P M 2 PM PMPM 2 PM (Snyderman, 1988) PM PM PM 2 PM 2 PM PMPM PM PM PM PM PM PMPM PM PM PMPM 4 PM (Table 3) PM PM PM PM PM

9 PM 師長間低内低間高内低間低内高間高内高合計間低内低副師長間高内低間低内高間高内高合計 ( PM ) ANOVA (F(5, 193)=15.55, p<.001) (M=3.49) (M=3.17) (M=3.69) (M=2.91) (M=3.41) (M=3.41) (M=3.49) (M=3.17) (M=2.91)(M=4.02) (F(5, 194)=9.25, p<.001) (M=3.24) (M=3.76)(M=3.78) (M=3.47) (M=3.66) (M=3.24)(M=4.18) (F(5, 193)=10.80, p<.001) (M=3.23)(M=3.64) (M=3.72) (M=3.64) (M=3.62) (M=3.72) (M=3.44) (M=3.23)(M=4.15) (F(5, 193)=9.68, p<.001)(m=3.38) (M=3.33) (M=3.31) (M=3.33) (M=2.96)(M=3.92) (F(5, 194)=5.08, p<.001)(m=2.99) (M=3.02) (M=2.89) (M=3.51) 2 PM PM 2 PM 2 1 PM (, 2005) 2 (2005) P M

10 PM 1 P M P M MP M P P P P 2PM PM P M PM PM 2 PM 21 Burke, P. J. (1967). The development of task and socialemotional role differentiation. Sociometry, 30, Day, D., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. Leadership Quarterly, 15, French, J. R. P. Jr., & B. Raven (1959). The bases of social power. In D. Cartwright (ed.), Studies in Social power. Ann Arbor: University of Michigan, Institute for Social Reserch.

11 Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13, (1982) (1972) Hersey, P., Branchard, K. H., & Johnson, D. E. (2000). Management of Organizational Behavior: Utilizing Human Resources. 7 th ed. PRENTICE HALL: New Jersey. (2009). 20 (1987) (2002) (2005) Lwin, M., & Hirose, Y. (1997). The effect of intra- and intergroup leadership on group goal attainment in a north-south gaming simulation. Japanese Psychological Research, 39, (1984). pp (1967). PM (1971) Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The leadership Quarterly, 17, Mulder, M. (1977). The Daily Power Game. Leiden: Martinus Nijhoff. Pearce, C. L., & Conger, J. A. (2003). Shared leadership reframing the hows and whys of leadership. Thousand Oaks, CA: Sage. Snyderman, G. M Leadership style of head nurse and job satisfaction of registered nurses and aids. U. M. I Disseration information service.

2 251 Barrera, 1986; Barrera, e.g., Gottlieb, 1985 Wethington & Kessler 1986 r Cohen & Wills,

2 251 Barrera, 1986; Barrera, e.g., Gottlieb, 1985 Wethington & Kessler 1986 r Cohen & Wills, 2014 25 1 1 11 1 3,085 100 1 1988 e.g., 2000 3 e.g., 2005; 1999 100 1960 100 2012 2 6 23 1 98.2 1999 1999 3 65.3 1999 1996 1 21 e.g., 1999 3 1 2 251 Barrera, 1986; 1993 1 2 2001 3 2001 Barrera, 1981 1993