journal article
Relation of Leader Consideration and Initiating Structure to R and D Subordinates' SatisfactionAdministrative Science Quarterly
Vol. 16, No. 1, Organizational Leadership (Mar., 1971)
, pp. 19-30 (12 pages)
Published By: Sage Publications, Inc.
//doi.org/10.2307/2391283
//www.jstor.org/stable/2391283
Read and download
Log in through your school or library
Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free.
Get StartedAlready have an account? Log in
Monthly Plan
- Access everything in the JPASS collection
- Read the full-text of every article
- Download up to 10 article PDFs to save and keep
Yearly Plan
- Access everything in the JPASS collection
- Read the full-text of every article
- Download up to 120 article PDFs to save and keep
Purchase a PDF
Purchase this article for $41.50 USD.
How does it work?
- Select the purchase option.
- Check out using a credit card or bank account with PayPal.
- Read your article online and download the PDF from your email or your account.
Abstract
The paper reports tests of two hypotheses: (1) subordinates' satisfaction of role expectations will be positively related to leader consideration; and (2) consideration will have a significant moderating effect on the relationship between structure and satisfaction of role expectations. Under low consideration, satisfaction will be negatively related to initiating structure. With high consideration, satisfaction will not be related to initiating structure. The job description, job expectation, and leader behavior description questionnaires, developed at Ohio State University, were utilized. The investigation confirmed the first hypothesis, although the magnitudes of the correlations varied considerably among companies and among different measures of satisfaction. The findings failed to confirm the second hypothesis, and in fact suggested its opposite in one company. These findings are related to previous research and theory.
Journal Information
Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control.
Publisher Information
Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com