Evaluating the Interaction Between Self-Leadership and Work Structure in Predicting Job Satisfaction

Recent research in organizational psychology has recognized the value of exploring the person-situation interactional perspective as a determinant of work outcomes. The present field study investigated the interaction between self-leadership and work structure (supervisory structure and job autonomy) and their relation to job satisfaction. Seventy-six employees provided measures of self-leadership, employment characteristics, and job satisfaction. Performance data for participants was also collected from the organization. Satisfaction was higher for employees with high (low) self-leadership who worked in low (high) structure environments. These results suggest that affective response to the job may be influenced by specific combinations of person and situation variables. Implications of the current results with regard to person-environment fit are discussed.