Suchergebnisse

Leadership was conceptualized as consisting of a discretionary and nondiscretionary component. Discretionary leadership was that under control of the leader. Nondiscretionary leadership was that invoked by the organizational setting in which the leader operated. The setting was conceptualized in terms of twelve dimensions of the Organizational Practices Questionnaire. Leadership consisted of two reward and two sanctions dimensions. Interactive and noninteractive relationships of these leadership components with performance and satisfaction were investigated. With one exception, all relationships with the criteria were noninteractive. Results were discussed in terms of theoretical significance and their implications for management training and organizational design approaches. Suggestions for further research were included.

This exploratory study investigated the impact of managerial influence by joint formal managers in a complex configuration. The vertical influence attempts by the two managers in the configuration interacted when predicting unit performance and suggested that only one of the two should attempt to play an active role in influencing subordinates. There was also an interaction between the lateral relations of the managers which again suggested that only one should stress exchanges with other units. Propositions for future research are provided.