Time-phased interrelationships of group atmosphere, group performance, and leader style

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Examined the time-phased interrelationships of group atmosphere (measured by the Group Atmosphere Scale), group performance, and the leader's style (assessed by the Least Preferred Co-Worker Scale) in a longitudinal study of 80 male university intramural basketball teams in a 9-wk season; the number of teams included in the analyses varied from 85 to 67 and the number of captains from 80 to 69. Results, consistent with the contingency model of leadership effectiveness, indicate that group atmosphere and leader style have a unique ability to predict shifts in performance. The unique ability of performance and leader style to predict shifts in atmosphere was also supported. These results are interpreted as support for a systems rather than a unidirectional view of the interrelationships between these variables. A preliminary search for a mediating mechanism by which leader style, group atmosphere, and subsequent performance are so related was unsuccessful; available measures of leader behavior and perceptual differences between leaders did not account for the demonstrated relationships. Implications for contingency model research design, analysis, and interpretation are discussed. (27 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved)

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