Sex of leader,leader behavior,and subordinate satisfaction

A 2×2×2 factorial design was employed to examine the influence of instructed leadership style, sex of leader, and sex of followers on leader behavior, subordinate satisfaction, and productivity in a simple task. In general, male and female leaders were equally able and equally willing to display autocratic and democratic leadership styles if so instructed. Similarly, leader sex did not have a significant influence on subordinate satisfaction or productivity either by itself or in interaction with leadership style or follower sex.     

Gender,leadership style,and subordinate satisfaction: An experiment

As women continue to enter and advance within management ranks, how gender and leadership style influence subordinate satisfaction remains a significant issue. This paper reports on an experiment that analyzed the effects of gender and leadership style on subordinate satisfaction. While subjects were more satisfied in democratically led groups, gender of leader did not significantly affect satisfaction. Female subordinates were more dissatisfied than males in autocratically led groups.     

Relationships between leader reward and punishment behavior and subordinate attitudes,perceptions, and behaviors: A meta-analytic review of existing and new research

Despite decades of research on the relationships between leader reward and punishment behaviors and employee attitudes, perceptions, and performance, no comprehensive examination of these relationships has been reported in the literature. This paper reports the results of two studies that address this issue. In the first study, data from 20 new samples were gathered on the relationships between leader reward and punishment behaviors and some criterion variables that have not been examined extensively in previous research. In the second study, a meta-analytic review was conducted incorporating both the new and existing research in order to provide estimates of the bivariate relationships between these leader behaviors and a variety of employee criterion variables across 78 studies containing 118 independent samples. Results of regression analyses designed to control for the effects of the other leader behaviors showed that: (a) the relationships between leader reward and punishment behaviors and employee attitudes, perceptions, and behaviors were more functional when the rewards or punishments were administered contingently than when they were administered non-contingently, and (b) these leader reward and punishment behaviors were strongly related to two variables (employees’ perceptions of justice and role ambiguity) that were expected to be key mediators of the relationships between these leader behaviors and the employee criterion variables. In addition, meta-analytic evidence from longitudinal studies suggested that the same leader behavior can be a cause of some employee criterion variables, and a consequence of others. Implications of these findings for future research in the area are discussed.     

Relation of Type A behavior to performance and satisfaction among sales personnel

Many of the personal characteristics frequently associated with successful sales performance are very similar to behaviors which are a part of the Type A coronary-prone behavior pattern. This study investigated the relationship between Type A behavior and sales performance, as well as job satisfaction, among a sample of 355 life insurance agents. No significant differences were found between Type A and B agents and three measures of sales performance and one measure of general job satisfaction. Type A behavior among the sample was associated with measures of stress and number of health complaints. Possible explanations for the lack of Type A-performance and Type A-satisfaction relationships are discussed as is the importance of the association with stress and health complaints.     

Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information

In this research we investigated the role played by leader power in determining leader self-serving behavior. Based on an integration of insights from research on the determinants of leader behavior and the power-approach theory, we hypothesized that with higher leader power leader self-serving behavior is determined more by internal states like effective leadership beliefs and less by external cues like performance information. We found support for this prediction across two experiments and one organizational survey assessing leader behavior along a self-serving–group-serving continuum. Overall, these results suggest that whether leaders benefit the collective or act self-servingly is not a function of their power per se but rather that leader power determines the extent to which internal belief states or external cues influence leader self- versus group-serving behavior.     

Effects of leader sex,subordinate sex,and subordinate performance on the use of influence strategies

The study examined the effects of leader sex, subordinate sex, and subordinate performance on leaders' use of influence strategies. Forty-two male and 42 female engineering undergraduates participated in role-playing situations. Relative to females, males reported a greater likelihood of using such influence strategies as negative sanction, assertiveness, reward, and exchange. In general, subjects tended to employ more of negative sanction and assertiveness and less of reward and exchange when dealing with poorly performing subordinates than with well-performing subordinates. While the subordinate sex had little impact, few interactions were noted. Implications of these findings both for those in leadership roles and for future research are discussed.An earlier version of this paper was presented at the Australian Bicentennial Meeting of Social Psychologists at Leura Bluemountains, Australia, August 1988. I thank Managal Dev, S. Pal, A. K. Tripathi, and Sanjay Tripathi for their help in collecting the data. I also extend my gratitude to an anonymous reviewer, and to Bijoy Boruah and Kanika Tandon for helpful comments.     

Manager behavior, leadership style, and subordinate performance: An empirical extension of the Vroom-Yetton conflict rule

This paper shows that there is a critical level of conflict legitimization behavior by a manager, above (below) which the relationship between subordinate performance and the use of group decision methods to resolve conflict is positive (negative). The subjects are 89 managers and 358 of their subordinates.     

Distress and performance appraisal satisfaction

120 quality assurance engineers indicated how frequently job stressors, causing distress related to role ambiguity, role conflict, role overload, and career development, affected them at work. They also indicated their satisfaction with their most recent performance appraisal. Satisfaction with performance appraisal was significantly negatively correlated with each stressor.     

Supervisors' performance feedback to subordinates: The impact of subordinate performance valence and outcome dependence

The purpose of this study was to examine the effects of two variables on supervisors' performance feedback to subordinates: (1) the valence of the subordinate's performance, that is, whether the subordinate has performed well or poorly, and (2) the degree to which the supervisor's monetary outcomes are dependent on the subordinate's performance. It was hypothesized that supervisors would give subordinates feedback less often about instances of poor performance than about instances of good performance, but that when given, their feedback about poor performance would be more specific than their feedback about good performance. It was also hypothesized that supervisors would give feedback more often under conditions of high outcome dependence than under conditions of low outcome dependence. The results strongly supported the two performance valence hypotheses. The outcome dependence hypothesis was also supported, but only when the subordinate exhibited a pattern of gradually worsening performance. The implications of these findings are discussed, as are directions for future research.     

Gender and managers' causal attributions for subordinate performance: A field story

The study addresses the effect of gender on managers' causal explanations for subordinate work performance. Prior laboratory studies suggest women's work performance will be attributed in a manner disadvantageous to their career progression within organizations. There are, however, numerous reasons to question the generalizability of the laboratory work to organizational settings. The study was performed to address the gap in field research on this issue. Ninety-three mainly Caucasian managers in two organizations made attributions for successful and unsuccessful performance of direct subordinates. Contrary to the hypotheses, subordinate gender was unrelated to managers' causal explanations for either positive or negative outcomes. Implications of the results for future research on attributional gender effects in organizational settings are discussed.