Incorporates: Participation and Empowerment: An International Journal
Online from: 1980
Subject Area: Organization Studies
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|Title:||Combinative aspects of leadership style and the interaction between leadership behaviors|
|Author(s):||Gian Casimir, (University of Newcastle, Singapore), Yong Ngee Keith Ng, (Southern Cross University, Singapore)|
|Citation:||Gian Casimir, Yong Ngee Keith Ng, (2010) "Combinative aspects of leadership style and the interaction between leadership behaviors", Leadership & Organization Development Journal, Vol. 31 Iss: 6, pp.501 - 517|
|Keywords:||Behaviour, Leadership, Social interaction|
|Article type:||Research paper|
|DOI:||10.1108/01437731011070005 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – Interactive or moderation effects are normally examined using hierarchical regression analysis and the product-term. The purpose of this paper is to test an alternative perspective of interaction, which is based on how leaders combine different leadership behaviors (i.e. task-oriented and socio-emotional leadership).
Design/methodology/approach – Data from 191 full-time, white-collar employees were obtained using a cross-sectional design and a self-administered questionnaire. Task-oriented leadership (i.e. pressure) and socio-emotional leadership (i.e. support) were measured using items from Misumi. Two measures were used for follower satisfaction with the leader: the satisfaction component of the job descriptive index and a single-item measure. Satisfaction with how the leader combines leadership behaviors was measured using a single-item measure.
Findings – The findings show that follower satisfaction with the way the leader combines task-oriented and socio-emotional leadership augments the effects of these two types of leadership on follower satisfaction with the leader. Non-significant interactions were found between pressure and support using the product-term method for examining interactions.
Research limitations/implications – The paper examined only satisfaction with the leader. The sample is relatively small, consisted entirely of white-collar employees, and the response rate is unknown. All the data were obtained from participants and hence mono-source effects are possible.
Practical implications – The findings draw attention to the need to approach interactive effects more carefully and demonstrate the importance of combinative aspects of leadership style.
Originality/value – The paper provides an alternative view of interaction effects.
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