THE EFFECTS OF LEADERSHIP PATTERNS ON SUBORDINATES' PERCIEEVED INFLUENCE, SATISFACTION AND TURNOVER
1978 Volume 17 Issue 2 Pages 89-96
Details
1978 Volume 17 Issue 2 Pages 89-96
The purpose of this study was to test the effects of P-M leadership patterns on subordinates' responsibility, satisfaction, and turnover. The mechanism of effects was analyzed by the suborbinate's percieved influence and the difference of percieved influence between supervisor and subordinate.
Ss were 73 males engaged in the crane operation. They were administered by some questionaires. The results indicated higher satisfaction and less turnover in PM-type than in pm-type. The subordinates percieved higher interpersonal influence in PM-type than pm-type. The higher they perceived the interpersonal influence, the more they have responsibility and satisfaction, and the less turnover. The difference of influence between supervisor and subordinate was larger in pm-type than PM-type.
The more the difference of influence, the less the subordinate had responsibility and satisfaction, and the higher the turnover. The influence of decision (participation) had no effects on turnover.
