| Project/Area Number |
61301013
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| Research Category |
Grant-in-Aid for Co-operative Research (A)
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| Allocation Type | Single-year Grants |
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| Research Field |
Psychology
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| Research Institution | Nara University (1987)
Osaka University (1986) |
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Principal Investigator |
MISUMI Jyuji Nara University, 教授 (30037022)
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| Co-Investigator(Kenkyū-buntansha) |
KUGIHARA Naoki Kyushu Institute of Technology, 工学部, 講師 (60153269)
SUGIMAN Toshio Osaka University, 人間科学部, 助手 (10135642)
SATO Seiichi Kumamoto University, 教育学部, 教授 (10040031)
SHIOBARA Tsutomu Osaka University, 人間科学部, 教授 (40107016)
ABE Kitao Waseda University, 文学部, 教授 (30014393)
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| Project Period (FY) |
1986 – 1987
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| Project Status |
Completed (Fiscal Year 1987)
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| Budget Amount *help |
¥4,900,000 (Direct Cost: ¥4,900,000)
Fiscal Year 1987: ¥1,000,000 (Direct Cost: ¥1,000,000)
Fiscal Year 1986: ¥3,900,000 (Direct Cost: ¥3,900,000)
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| Keywords | Leadership / Disaster / Crosis Management / Evacuation Behavior / Decision-Making / Group Behavior / 組織行動 / 意思決定 |
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| Research Abstract |
We conducted a survey about the response of organizations and inhabitants before and after the landslide disaster which happened in Nagano city in July. 1985. As a result. we found that a false alarm before the disaster didn't always have a negative effect on the quick response of the inhabitants. Rather it made them ready for the evacuation especially through the appropriate leadership of some inhabitants. On the other hand most of the organizations including the city office did not cope with the disaster effectively because they had too optimistic a view for it and fell into poor decision-making processes.
As it was suggested that leadership and decision-making processes played an important role in an emergency, we conducted two experiments to examine these points.
First we investigated the effect of leadership in normal times on the follower's coping behavior when an emergency occurred. based on Misumi's Performance(P)-Maintenance(M) theory. We introduced two types of leadership behavior.One of them is P-behavior which emphasizes group goal achievement. The other is M-behavior which facilitates group cohesiveness. As a result we found that the most effective leadership for a quick response by the followers was one which combines the two behaviors mentioned above.
Secondly we investigated the effects of leadership on group decision processes. In group decision-making in an emergency situation. members of the group often conform to one another excessively so that they do not examine important information sufficiently. We introduced two types of leadership behavior. P-behavior consisted of emphasizing that many types of information should be taken into consideration as well as pressing the members to reach a correct solution. while M-behavior consisted of establishing a free and participative atmosphere. The results again showed that the most effective leadership was one which combined two behaviors mentioned above.
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