The Effects of Command Position upon Evaluations of Leader Behavior.
HUMAN RESOURCES RESEARCH ORGANIZATION ALEXANDRIA VA
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FICERS WHO HAD SERVED AS BATTALION COMMANDERS Group I and 22 who had served as company commanders Group II rated 36 leader actions on their desirability for battalion and for company commanders. Battalion commanders do not differentiate between the two command levels on the desirability of the leader actions. Company commanders differentiate about actions concerned with the centralization of authority and responsibility, and consider these to be more desirable for both command levels. Both groups rated positive motivation and emotional support as desirable and punitive or negatively motivating actions as slightly undesirable. The implications of the differences in expectations about leader behavior on effective organizational functioning, leadership doctrine, and training are discussed. Author