Subordinates’ Perception of Leadership Styles and Their Work Behaviour

Damodar Suar, Hare R. Tewari and Kostubh R. Chaturbedi
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Damodar Suar: Damodar Suar is Associate Professor, Department of Humanities and Social Sciences, Indian Institute of Technology, Kharagpur, West Bengal.
Hare R. Tewari: Hare R. Tewari is Professor, Department of Humanities and Social Sciences, Indian Institute of Technology, Kharagpur, West Bengal.
Kostubh R. Chaturbedi: Kostubh R. Chaturbedi is a research scholar in the Department of Humanities and Social Sciences, Indian Institute of Technology, Kharagpur, West Bengal.

Psychology and Developing Societies, 2006, vol. 18, issue 1, 95-114

Abstract: The study examines subordinates’ perception of leadership styles and their work behaviour in the Indian Air Force. A self–reported questionnaire was used to collect data from 287 airmen and 75 officers. The results revealed that the leaders of airmen had a predominantly authoritarian style and the leaders of officers had a nurturant–task style. Regarding work behaviour, officers were more committed and satisfied with the job than airmen. Officers accepted challenging tasks, showed better performance, achieved targets on time and expressed less desire to quit the defence services compared to airmen. Airmen and officers’ commitment to the organisation and job satisfaction decreased, and stress effect and intention to quit the services increased under an authoritarian leader. Conversely, airmen and officers felt committed, satisfied with the job, accepted challenging tasks, showed higher job performance, and expressed unwillingness to quit the organisation under nurturant–task and participative leaders.

Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:sae:psydev:v:18:y:2006:i:1:p:95-114

DOI: 10.1177/097133360501800106

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