A Study on Leadership and Decision-Making in Organization

1.领导行为变化下的认知机制研究：Misumi和Maiya分析了超过10万个案例的大规模PM调查数据，以建立领导因素(维护、压力-绩效和计划-绩效)以及领导有效性模型之间的量化模型。他们考察了基于领导模型制定领导战略的可能性。佐藤对初中教师进行了PM-调查，并比较了两个时期的士气。Sato发现，班主任从PM-型转变为P-型或从M型转变为PM-型的班级士气显著下降，而班主任的领导力从M型转变为PM-型或PM-型转变为P型的班级士气没有显著下降。建议提高P、M两种领导行为对班级士气的培养和保持良好的班级风气是必要的更多的条件。在对亲子关系的PM调查中，Shinohara发现，在父母对孩子的态度被孩子认为是PM类型的情况下，孩子的自学能力最好。制定领导力变革行动计划：吉田和桥口分别进行了基于领导力PM理论的领导力培训。作为跟踪研究的结果，他们发现，通过培训，服务员的领导行为和下属的士气都得到了显著改善。Hafsi进行了一系列关于领导力和追随者交互作用的小组实验，发现PM型领导下的PM型追随者表现出最好的表现和满意度。领导力和决策的跨文化研究：十多篇米苏米和他的同事撰写的关于领导力和决策的跨文化研究结果的下标发表在学术期刊和书籍上。较少

1. An investigation into cognitive mechanism lying under the behavioral changes in leadership : Misumi and Maiya analysed a large scale of PM-survey data more than one hundred thousand cases in order to build quantitative models among leadership factors (Maintenance, pressure-Performance, and planning-Performance) as well as leadership effectiveness models. They examined the possibility of making leadership strategy based upon the leadership models. Sato conducted PM-survey for the teachers of junior high schools, and compared morale between two periods. Sato found that the classes where perceived leadership of the class teachers changed from PM-type to P-type or from M-type to pm-type showed a significant decrease in morale, while the classes where perceived leadership of the class teachers changed from M-type to PM-type or pm-type to P-type did not. It is suggested that increase in both P and M leadership behavior is necessary for developping the class morale and keeping it in good c … More ondition. In PM survey for the parent-child relationship, Shinohara found that children indicated the best self-learning ability under the parent whose attitude toward their childeren is perceive as PM-type by their children.2. Development of action program for leadership change : Yoshida and Hashiguchi conducted respectively the leadership trainings which were based upon leadership PM theory. As a result of follow-up study, they found that leadership behaviors of the attendants and morale of their subordinates were improved significantly through the training. Hafsi carried out a series of small group experiments upon interaction between leadership and followership, and found that PM-type followers under PM-type leader indicated the best performance and satisfaction.3. Cross-cultural studies of leadership and decision-making : More than ten subscripts in which Misumi and his co-worker wrote the results of their cross-cultural studies of leadership and decision-making were published in academic journals and books. Less