Organizational independence, leader behavior, and managerial practices: A replicated study

Examined the moderating effects of organizational independence. Survey data were collected from 211 quasi-professional employees in 1 firm and from 111 hourly employees in another. Many findings were contrary to the hypothesized relationships. Specifically, job scope and leader hierarchical influenc...

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Bibliographic Details
Published in:Journal of applied psychology 1973-10, Vol.58 (2), p.173-180
Main Authors: House, Robert J, Kerr, Steven
Format: Article
Language:English
Subjects:
Business and Industrial Personnel
Employees
Human
Independence
Job Performance
Job Satisfaction
Leadership
Leadership Style
Organizational
Organizational behavior
Organizational Structure
Perceptions
Studies
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Summary:Examined the moderating effects of organizational independence. Survey data were collected from 211 quasi-professional employees in 1 firm and from 111 hourly employees in another. Many findings were contrary to the hypothesized relationships. Specifically, job scope and leader hierarchical influence were more positively related to satisfaction for Ss who perceived organizational independence than for Ss with no such perceptions. Also, leader consideration and leader technical competence were more positively related to performance for Ss perceiving organizational independence. (24 ref)
ISSN:0021-9010
1939-1854
DOI:10.1037/h0035664