Leadership behavior has been a popular research topic for many years. Much of this research has focused upon the identification of leader behavior that is interactional or determined by the situation which influences leadership style. Current leadership theories raise the question of the relationships between leadership behavior and personal work values. The problem of this research is to investigate the relationship of leadership style with an individual's values for working. The purpose of this study is to examine the relationship between variables which characterize leadership styles and variables related to working values. The hypotheses hold that work values will correlate positively with leadership style. Data were collected through the administration of three research instruments to ninety-two managers of five business firms. The instruments were the participant cover letter providing demographic characteristics, Leader Behavior Analysis II identifying style of leadership, and Values for Working identifying personal work values. Coefficients of determination were calculated to identify possible relationships between leadership style and personal work values. No significant statistical correlation was found. The conclusion is that leadership style appears to be a function of something other than an individual's work values.

During the past twenty years, extensive research has been conducted concerning the judgmental processes of labor arbitrators. Previous research, sometimes referred to as policy capturing, attempted to identify the criteria or standards used by arbitrators to support their decisions. Much of the research was qualitative. Due to the categorical nature of the dependent variables, log-linear models such as logit regression have been used to examine decisional relationships in more recent studies. The decision cues used by arbitrators in 249 published alcohol- and drug-related arbitration cases were examined. The justifications for arbitrators' decisions were fitted into Carroll Daugherty's "seven tests" of just cause. The dominant cues were proof of misconduct, the appropriateness of the penalty, and the business necessity of management's action. Foreknowledge of the rule by the grievant and the consequences of a violation, equal treatment of the grievant, and an appropriate investigation by management were also important decision cues. In general, grievants in alcohol and drug arbitration cases fared as well as grievants in any other disciplinary arbitrations. However, when the cases were analyzed based on the legal status of the drug, illicit drug users were at a considerable disadvantage.

The purpose of this research was to study the effect of the conflict settlement process on the degree of expressed organizational commitment of employees in a collective bargaining setting. The research was done in a basic industry in northern Alabama. The instrument included the Organizational Commitment Questionnaire (OCQ) developed by Mowday, Porter, and Steers. Demographic variables measured were education, age, and sex. Main effects variables were tenure; union membership; and self-described experience with and feeling toward grievance/arbitration as a category 1 grievant, category 2 grievant, witness, and supervisor. Data were analyzed with hierarchical multiple regression. No statistically significant results were found. Limitations included the economic climate of the region and the industrial relations climate of the company.