By using an instrument derived from LBDQ From XII, dyadically oriented leader behavior was measured based on managerial sample in manufacturing industry. Two factors, facilitating freedom on the job and role clarification were identified as key dimensions of a leader's dyadic orientation. A multivariate analysis of co-variance technique was employed with a 2 (High vs. Low freedom facilitation)×2 (High vs. Low growth need strength) design. Results of the analysis clearly indicated that the effect of freedom facilitation upon subordinate managers' job performance and satisfaction was moderated by GNS. That is, the effect of leader behavior was outstanding only when subordinate's GNS was high, but when it was low, no systematic dyadic effect from the leader.

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In the studies of organizational stress conducted in the U. S. and western Europian countries, human relations at work place has been treated as one of the important environmental stressors. In Japanese work organizations, however, human relations should be regarded as a factor which moderates (buffers) the negative effects of organizational stress. That is why, Japanese workers seem to cope with stress effectively on the basis of good relationships at work. The present study was designed to examine the stress buffering effects of human relations in organizational stress-mental health relationships. Survey data obtained from 334 Japanese white-collar workers of a large supermarket chain and a bank were analyzed by using the moderated multiple regression technique and the subgroup method. The results suggested the buffering effects of human relations in organizational stress (workload, role ambiguity, and role conflict)-mental health (somatization, anxiety, and particularly depression) relationship. Arguments were advanced for the future application of the present findings to the social support study in work settings.

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This study aimed to examine the influences of subordinate job characteristics and personality on the relationship between perceived leader behavior and subordinate morale and performance.
The main results are as follows: (1) The relationship between consideration and intrinsic satisfaction was more positive for job high in variety than for job low in variety.
(2) The relationship between initiating structure and intrinsic satisfaction was more positive for job low in variety than for job high in variety.
(3) The relationship between initiating structure and extrinsic satisfaction was more positive for job low in cooperation requirement than for job high in cooperation requirement.
(4) The relationship between consideration and performance was more positive for job high in autonomy than for job low in autonomy.
(5) The relationship between consideration and performance was more positive for job low in cooperation requirement than for job high in cooperation requirement.
(6) The reiationship between initiating structure and individual performance was more positive on the subordinates of low growth need than on those of high growth need.
The results of this study did not support the hypothesises of the path-goal theory. The reason of disagreement was discussed.

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This study examines two topics:(1) to test hypotheses derived from the model regarding the effects of small group participation upon organizational commitment and job satisfaction, and (2) to compare these effects between Japanese and the U.S. workers. Data from a survey of over 4000 workers in nearly 100 plants in Japan and the U.S. were used to examine validity of the model.
Results indicated that among Japanese workers small group experiences produced the effects predicted by the model: small group activities increased the opportunities for participation and the degree of interaction among group members, and the challenge and meaningfulness of the job. Then, these changes in work environment enhanced organizational commitment and job satisfaction of participants. However, the model was not fully supported on the U.S. sample: while small group participation had similar positive effects on commitment and satisfaction, they do not lead to significant changes in job contents and interaction among members. Implications of differential small group experiences were discussed.

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This study explored factors affecting attractiveness ratings of organizations as places of work by college students, focusing upon changing effects of factors over the student grade years. A questionnaire including 10 job orientation items, 10 life style items, and rating scales of attractiveness of 8 organizations in the Central Japan area, was administered to 1442 students derived from 8 local universities. Data were analysed by the multiset factor analysis method for each grade group separately.
Results of the analysis indicated that the factor structures of life style and attractiveness of organizations changed as a function of the grade year; Two life-style factors for freshman and sophomore groups, namely, establishment and self realization changed into the more realistic promotion and private life factors for junior and senior groups, and the facter structure of attractiveness became more complex as the grade year progressed. Correlation matrices between factors suggested that (1) the strongest determinant of attractiveness of organizations was a student's major field among freshmen, (2) effects of life style upon attractiveness were the strongest among sophomore and junior groups, and (3) fewer salient determinants of attractiveness were found for the senior group.

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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.

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