Leadership style, subordinate personality, and task type as predictors of performance and satisfaction with supervision.

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 X Subordinate X Task combinations (p<.0$). These effects on group performance were strongest for difficult-ambiguous tasks. Subordinates, regardless of their personality, were significantly more satisfied with leadership behavior that was high in human relations orientation.

Effects of leadership style, personality characteristics and method of leader selection on members' and leader's behavior

“…The findings strongly suggest that the relationship-oriented leaders were more effective in creating a favorable and conducive atmosphere leading to high productivity in the groups led by them than in the groups led by the task-oriented leaders. It has been also suggested by others that relationship-oriented patterns of leadership tend to enhance members satisfaction (Stogdill, 1974;Weed, Mitchell and Moffitt, 1976). In the present research most likely the increased satisfaction was possibly responsible for generation of more ideas in the relationship-oriented leaders' groups than in the taskoriented leaders' groups.…”

Antagonistic neural networks underlying differentiated leadership roles

“…Further evidence of the interaction between task type and follower preference for a task vs. relationship-oriented leader is offered by Weed et al (1976). This study found that the only type of task that was a significant moderator between leadership role and task performance was the difficult–ambiguous task.…”

The Effects of Belief Systems on the Job‐Related Satisfaction of Managers and Subordinates

“…According to Smith, Kendall, and Hulin (19691, job satisfaction is a result of people experiencing a fulfillment of values and needs through on-the-job experiences. Indeed, several studies support an association between manager-subordinate relationships and job satisfaction (Coltrin & Glueck, 1977; Kenis, 1978; Weed, Mitchell, & Moffitt, 1976). Further, to a large extent, satisfaction levels seem to result from similarity in attitudes between dyad members (Davis, 1969;Phillips & Hays, 1978).…”