Effects of Different Leader Behaviors under Different Levels of Task Interdependence
Three hypotheses were developed and tested relating the moderating effects of interdependence between leader behaviors and satisfaction and performance. Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satis...
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| Veröffentlicht in: | Human relations (New York) 1986-12, Vol.39 (12), p.1067-1081 |
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| container_title | Human relations (New York) |
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| creator | Fry, Louis W. Kerr, Steven Lee, Cynthia |
| description | Three hypotheses were developed and tested relating the moderating effects of interdependence between leader behaviors and satisfaction and performance. Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satisfaction hypotheses. Winning coaches of high interdependence sports teams were described as exhibiting significantly greater leader-initiating structure than losing high interdependence coaches. Also, winning coaches of high interdependence teams exhibited significantly more leader-initiating structure and significantly less leader consideration than winning coaches of low interdependence teams. |
| doi_str_mv | 10.1177/001872678603901201 |
| format | Article |
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Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satisfaction hypotheses. Winning coaches of high interdependence sports teams were described as exhibiting significantly greater leader-initiating structure than losing high interdependence coaches. 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Dec 1986</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c372t-c4e8a0e3cf3d7977af97f2383ed6bb494f8f21180995486445158b155c4dcea13</citedby><cites>FETCH-LOGICAL-c372t-c4e8a0e3cf3d7977af97f2383ed6bb494f8f21180995486445158b155c4dcea13</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://journals.sagepub.com/doi/pdf/10.1177/001872678603901201$$EPDF$$P50$$Gsage$$H</linktopdf><linktohtml>$$Uhttps://journals.sagepub.com/doi/10.1177/001872678603901201$$EHTML$$P50$$Gsage$$H</linktohtml><link.rule.ids>314,776,780,21798,27846,27901,27902,43597,43598</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=11984876$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Fry, Louis W.</creatorcontrib><creatorcontrib>Kerr, Steven</creatorcontrib><creatorcontrib>Lee, Cynthia</creatorcontrib><title>Effects of Different Leader Behaviors under Different Levels of Task Interdependence</title><title>Human relations (New York)</title><description>Three hypotheses were developed and tested relating the moderating effects of interdependence between leader behaviors and satisfaction and performance. Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satisfaction hypotheses. Winning coaches of high interdependence sports teams were described as exhibiting significantly greater leader-initiating structure than losing high interdependence coaches. Also, winning coaches of high interdependence teams exhibited significantly more leader-initiating structure and significantly less leader consideration than winning coaches of low interdependence teams.</description><subject>Behavior</subject><subject>Group dynamics</subject><subject>Interdependence</subject><subject>Leadership</subject><subject>Organizational behavior</subject><subject>Satisfaction</subject><subject>Sociology</subject><subject>Sociology of work</subject><subject>Sociology of work and sociology of organizations</subject><subject>Sports</subject><subject>Statistical analysis</subject><subject>Task</subject><subject>Teams</subject><subject>Work organization. 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| identifier | ISSN: 0018-7267 |
| ispartof | Human relations (New York), 1986-12, Vol.39 (12), p.1067-1081 |
| issn | 0018-7267 1741-282X |
| language | eng |
| recordid | cdi_proquest_journals_231480316 |
| source | SAGE Complete A-Z List; Periodicals Index Online |
| subjects | Behavior Group dynamics Interdependence Leadership Organizational behavior Satisfaction Sociology Sociology of work Sociology of work and sociology of organizations Sports Statistical analysis Task Teams Work organization. Working relations |
| title | Effects of Different Leader Behaviors under Different Levels of Task Interdependence |
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