Effects of leader behaviors on subordinate performance and satisfaction: A laboratory experiment with student employees

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Abstract

Four groups of 12 participants were hired to code videotaped group interactions using the Bales coding system (R. F. Bales, 1950). Each of the 4 groups experienced different leader behaviors of either high or low consideration in conjunction with either high or low initiating structure. Results indicate that subordinates did not perceive the leader manipulations as different but that these manipulations caused differences in quantity and quality of work. (17 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved)

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