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

Stan E. Weed, Terence R. Mitchell and Weldon Moffitt

Chapter 9 in Psychology and Industrial Productivity, 1981, pp 123-140 from Palgrave Macmillan

Abstract: 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

Keywords: Leadership Style; Human Relation; Task Type; Task Orientation; Situational Variable (search for similar items in EconPapers)
Date: 1981
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-04809-0_9

Ordering information: This item can be ordered from
http://www.palgrave.com/9781349048090

DOI: 10.1007/978-1-349-04809-0_9

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().