Personality and Task Moderators of Subordinate Responses to Perceived Leader Behavior

Abstract

This study examines the moderating effects of two task variables-role ambiguity and job complexity-and subordinate locus of control on the relationship of leader initiating structure and consideration to subordinate intrinsic satisfaction and job involvement. Data were collected from a sample of 89 middle-lower level managers of a large, heavy-equipment manufacturing firm in the Midwest. Moderated regression analysis was performed on the data. Significant interactions were obtained between leader consideration and each of role ambiguity, job complexity, and locus of control. Leader initiating structure has a significant interaction with locus of control, but the direction is opposite that predicted. Implications of the findings for the path-goal theory of leadership, future research, and leadertask design match are discussed.