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According to the two factor theory of leadership, leaders were instructed to behave both gently and strictly. However, how can be achieved such behavior? Here, a solution to this problem is suggested by an analysis of subordinates' person perception. Yamada (1987) analyzed the data of PM leadership surveys, and found three factors; Maintenance [M.] (corresponds to "Consideration" in the Ohio Study) Planning (Initiating Structure), and Pressure (Production Emphasis). It was found that High Planning supported the independence of M. from Pressure. The purpose of this experimental study was to test the effect of Planning behavior on cognitive structure. Sixty-four female subjects performed a maze task using computer simulation. In the high Planning condition, the leader displayed direction signs, whereas no sign was displayed in the low Planning condition. Each condition was further subdivided into two Pressure conditions (High or low) by the amount of linguistic behavior. The result of the survey data was supported. M. cognition decreased by increasing Pressure cognition in the low Planning condition, but no correlation was found between M. and Pressure in the High Planning condition.

The effects of planning leadership behavior on the subordinates' person perception.