Development and use of English versions of Japanese PM leadership measures in electronics plants
研究了日本PM领导力测量指标英文版在英美电子工厂的效度，发现其与俄亥俄州立大学量表有相似与差异，且对绩效和人际合作的影响与日本结果部分一致。
Abstract Scaling and convergent validity findings are provided for indices derived from English translations of Performance (P) and Maintenance (M) field measures of leadership used for production employees in Japanese manufacturing organizations (Misumi, 1985; Misumi and Peterson, 1985). LISREL confirmatory factor analyses indicate some weaknesses in the measures ordinarily used. Item analyses using seven items from the Ohio State scales indicate that the English version of the Japanese ’maintenance‘ leadership function measure is very similar to the Ohio State ’Consideration‘ measure. The measures of two aspects of the ’Performance‘ function — Planning‐P and Pressure‐P — show differences from items often used to measure various aspects of Initiating Structure. Regressions reported for two electronics assembly plants (one British and one U.S.) show relationships partially consistent with usual Japanese results for group process/attitude descriptions by subordinates, but not for performance. Results for performance ratings by superiors show that experiencing the M function from a superior is positively associated with two of three aspects of rated performance at one site. Pressuring leadership is negatively related to interpersonal cooperation at both sites. The results suggest that field research using English versions of the PM measures is likely to produce different results than research using many measures based on the Ohio State tradition. Revisions needed in PM measures and methods to take advantage of the theory's basic insights and to integrate it with Western research are discussed.