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Journal cover: Leadership & Organization Development Journal

Leadership & Organization Development Journal

ISSN: 0143-7739
Incorporates: Participation and Empowerment: An International Journal

Online from: 1980

Subject Area: Organization Studies

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Combinative aspects of leadership style and the interaction between leadership behaviors

Document Information:
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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