Relationships between leader behavior and subordinate satisfaction and performance: A test of some situational moderators.

Abstract

The effects of foui 1 situational moderators on the relationships between (a) leader behavior and subordinate satisfaction and (b) leader behavior and subordinate performance were examined in a social services organization. Respondents described their job satisfaction, role clarity, and the behavior of their leaders, while the leaders evaluated the respondents' job performance. Using subgroup moderator analyses, the effect of work unit size was significant, with leader structure related to satisfaction in larger units and consideration related to satisfaction in smaller units. The results confirmed earlier findings that in low-stress jobs consideration enhances satisfaction and performance, but that in high stress jobs, structure is helpful. Also confirmed were results showing that high structure had dysfunctional effects only when accompanied by low consideration. Finally, role clarity did not moderate the relationship between leader behavior and subordinate satisfaction and performance.Recent reviews of the leadership literature have strongly emphasized the need to examine the large number of possible moderators of the relationships between leader behavior and subordinate satisfaction and performance. Many of these reviews have been concerned with the large number of studies that have used the Ohio State leadership scales (e.g.,

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