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Leadership Style, Subordinate Personality and Task Type as Predictors of Performance and Satisfaction with Supervision

  • Stan E. Weed
  • Terence R. Mitchell
  • Weldon Moffitt

Abstract

Interactions between leadership style, subordinate personality, and task type, and the effects of different combinations of these variables on group performance and satisfaction with supervision were investigated. Three different types of leaders were selected and trained: (a) high in human relations and high in task orientation, (b) low in human relations and high in task orientation, and (c) high in human relations and low in task orientation. Each leader worked with eight high- and eight low-dogmatism subjects on four tasks that differed in ambiguity and difficulty. As predicted, there were significant interaction effects for Leader × Subordinate × Task combinations (p < 0.05). These effects on group performance were strongest for difficult- ambiguous tasks. Subordinates, regardless of their personality were significantly more satisfied with leadership behaviour that was high in human relations orientation.

Keywords

Leadership Style Human Relation Task Type Task Orientation Situational Variable 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Palgrave Macmillan, a division of Macmillan Publishers Limited 1981

Authors and Affiliations

  • Stan E. Weed
  • Terence R. Mitchell
  • Weldon Moffitt

There are no affiliations available

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