Abstract
This study examined the interaction effects of three factors on subordinate satisfaction. The factors were identified in data collected, using PM surveys conducted from 1975 to 1979. These theree factors represent three leadership behavior functions as follows: Maintenance of work group interaction (M), Planning for attaining group goals (Planning-P), Pressure toward high performance (Pressure-P).
A total of 35, 964 employees from 51 companies evaluated their supervisor's Planning-P, Pressure-P and M behaviors and described their satisfaction with eight aspects of their working situation, (e. g., job and pay satisfaction, mental health).
The major results were as follows.
1. lnteraction effects were found between M and Pressure-P, and between Planning-P and Pressure-P.
2. Pressure-P decreased subordinate satisfaction when it was performed alone, but increased satisfaction when it was combined with both M and Planning-P.
3, The interaction between M and Pressure-P was higher for subordinates who described their leader as showing high Planning-P than for the other respondents. This result suggested that Planning-P reinforced the influence of M on Pressure-P.
4. When Planning was high, no significant corelation was found between M and Pressure-P. but when Planning was low, a negative correration was found.
