Cognitive style and leader adaptability of managers /

Abstract

Design and Analyses. Two paper and pencil tests were used: (1) The Group Embedded Figures Test (GEFT) by Witkin and (2) The Leadership Effectiveness and Adaptability Description-Self (LEAD-Self) by Hersey and Blanchard. Correlational analyses using Pearson's Product-moment correlation was performed on the scores.

Sample. The study sample consisted of one hundred and thirty-six hospital managers from a large Southwestern teaching hospital. Subjects were selected from nine departments and included males (N = 40) and females (N = 96).

Recommendations. More research is needed in other institutions to replicate the findings in this study. Subgroups most needing management training in adaptability seem to be men, those over fifty-five years of age, and those with long term managerial experience. Field dependent managers, because they prefer the use of Leadership Style one, might be most productive in highly structured managerial areas with (MI) employees of entry level status, while field-independent managers, because they prefer the use of Leadership Styles Three and Four, might be most productive in unstructured managerial areas with (M3&4) employees of higher levels of job maturity.

Purpose. The purpose of the study was to examine the relationships between managers cognitive style on the field-dependence-independence dimension as identified by Witkin and associates, and adaptability (the ability to diagnose the most appropriate leadership style for a specific management situation) as identified by Hersey and Blanchard.

Findings. Significant positive correlations were found between manager cognitive style and adaptability and years of education; between manager adaptability and years of education. Significant negative correlations were found between manager cognitive style and age; between manager adaptability and age and years of managerial experience. No significant correlation was found between manager cognitive style and years of managerial experience. Most managers were field dependent. Women had higher adaptability scores than men. Field dependents preferred the use of Leadership Style One (telling) while field independents preferred the use of Leadership Styles Three (participating) and Four (delegating).