A Construct Validation Study of the Relationship Between Interpersonal Behavior Styles as Described by the Social Style of Behavior Profile and Leadership Styles as Described by the Leader Behavior Analysis

Abstract

The extensive use of leadership training in industry suggests a need for validated information concerning the role of interpersonal behavior in the study of leadership styles. Early leadership research focused primarily on the traits of a leader. Subsequent research has attempted to f a correlation between leader behavior and personality type. Findings indicate that personality typologies, which include attitude and value constructs, are too broad to explain leader behavior. In order to move toward specificity in the study of leadership, it is necessary to determine if interpersonal behavior styles are related to leader behavior. The purpose of this study was to investigate the relationship of variables from data gathered on leadership styles from the Leader Behavior Analysis and variables related to interpersonal behavior reported from the Social Style of Behavior Profile. The dimensions of leadership style flexibility and social style of behavior versatility were also examined. A random sample of 100 corporate employees were used in this study. The research instruments that were tested for independence were the Leader Behavior Analysis and the Social Style of Behavior Profile. The results of this study indicate that the constructs of leadership style and social style are independent dimensions. Additionally, the results of the study indicate that the constructs of leader flexibility and social style versatility are independent dimensions