Effects of different leader behaviors under different levels of task interdependence
Results from a survey of 419 participants on 22 teams in 8 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...
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| Veröffentlicht in: | Human relations (New York) 1986-12, Vol.39 (Dec 86), p.1067-1081 |
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| Hauptverfasser: | , , |
| Format: | Artikel |
| Sprache: | eng |
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| Online-Zugang: | Volltext |
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| Zusammenfassung: | Results from a survey of 419 participants on 22 teams in 8 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. (Original abstract--Amended) |
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| ISSN: | 0018-7267 |