Causal Factors in Leadership Behaviors, Situational Constraints Versus Reciprocal, Relationships with Subordinate Performance.
Abstract
Potential causes for workgroup supervisors 'perceptions of their behaviors toward each of their subordinates were examined within the frame-work of a reciprocal causation model. It was demonstrated initially that supervisors perceived themselves as employing different behaviors toward different subordinates, where the behaviors reflected subordinates' opportunities for influence and decision-making latitude. The reciprocal causation analysis suggested that (a) Supervisor behaviors and subordinate performance were reciprocally related, and (b) subordinate performance had a stronger causal effect on supervisor behaviors than workgroup context factors (e.g., size) and task attributes associated with subordinate jobs. Results were interpreted in terms of prior leadership research and person perception theory. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Nov 20, 1978
- Accession Number
- ADA062587
Entities
People
- D. M. Irons
- John J. Hater
- Lawrence R. James
Organizations
- Texas Christian University