Misumi

Misumi 1985 showed the combined effects of two layers of supervision on the performance of banking subordinates.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi (1985) argued that two fundamental dimensions—the performance leadership function (P) and the maintenance leadership function (M)—underlie all the others in the clusters.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi 1985 reported PM leadership, combining above-median performance in both performance and maintenance, was most efficacious in a wide variety of settings compared with below-median PM leadership.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi 1985 also noted that high-anxiety subjects did better under a relations-oriented leader than under a task-oriented leader.

The Bass Handbook of Leadership Bernard M. Bass 2008

Summarizing his studies of Japanese managers from the 1960s onward, Misumi 1985 reported that the supervisory style of a manager, with emphasis on either performance or maintenance, tended to be similar to the style found above and below the manager in the organizational hierarchy.

The Bass Handbook of Leadership Bernard M. Bass 2008

For example, Misumi reported that the annual accident rate per 100 of Nishitetsu bus drivers for a three year period was 79.1 if the bus drivers were supervised by pm dispatchers; it was 44 to 52 per 100 if the dispatchers were P, M, or PM.

The Bass Handbook of Leadership Bernard M. Bass 2008

Similarly, Misumi found that the job satisfaction of 2,257 employees in 186 Mitsubishi work groups was above average in 28% of the pm-led groups but above average in 37 to 73 percent of the P-, M-, or PM-led groups.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi and Peterson 1985 reviewed a line of theory and testing by Misumi and colleagues in Japan.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi 1985, pp. 251–259 also reported the results of a Japanese experiment in which for groups that were high in motivation to achieve, the highest productivity occurred with PM supervisors.

The Bass Handbook of Leadership Bernard M. Bass 2008

Misumi and Seki 1971 showed that Japanese subjects with low need for achievement demonstrated relatively high performance but low satisfaction with a task-oriented leader in experimental tasks.

The Bass Handbook of Leadership Bernard M. Bass 2008