Abstract
Relationship between leader behavior and group climate and effectiveness was examined at three different hierarchical levels in the manufacturing organization: the subordinate, leader, and superior levels. It was found that a potency dimension of the group climate had a convergent validity across three levels (rators), and correlated significantly with role clarifying leader be-havior and measures of leader effectiveness at all three levels. On the other hand, a familiarity dimension of the group climate did not show a convergent validity. Moreover, it was found that the subordinate had a strong tendency to correlate familiarity group climate with the freedom facilitating leader behavior and also with the effectiveness of the leader, but the superior denied the relationship. It was concluded that the relationship between leader behavior and group climate and effectiveness is perceived differently depending upon respondent' hierarchical positions in the organization.
