Dimensionality of leader—subordinate interactions: A path—goal investigation
1982; Academic Press; Volume: 30; Issue: 2 Linguagem: Inglês
10.1016/0030-5073(82)90220-3
ISSN1878-2647
Autores Tópico(s)Gender Diversity and Inequality
ResumoAbstract Predictions from path—goal theory were developed for four underresearched leader behaviors and tested via canonical analysis. A primary composite pattern of leader upward influencing, achievement orientation, and contingent approval, combined with a nonpunitive orientation, appeared acceptable to subordinates (high satisfaction, in particular, but also combined with lower anxiety, role conflict, and willingness to leave organization) and conducive to role clarity, but not to motivation or performance. A secondary leadership profile of achievement orientation in combination with arbitrary and punitive behavior appeared unacceptable to subordinates (reflected as a combination of anxiety, role conflict, and dissatisfaction), but nevertheless conducive to role clarity. There were no significant motivation and performance components. The paper concludes that (1) the findings support the underlying premises of path—goal theory, as well as its robustness in regard to the scope of leadership; (2) satisfaction is the primary subordinate outcome for these four leader behaviors, and unless its effects are isolated (via a technique such as canonical analysis), the effects for other subordinate outcomes may not be accurately described; (3) the four leader behaviors have complex and sometimes contrasting effects depending upon their particular combination; and (4) “dysfunctional” leader behaviors may be considerably more salient for many subordinates than traditional leadership dimensions and thus should be incorporated within future research.
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