Abstract
Examined the effects of 4 situational moderators on the relationships between (a) leader behavior and subordinate satisfaction and (b) leader behavior and subordinate performance, in a social services organization. Respondents--54 Black counselors and people-helping workers--described their job satisfaction, role clarity, and the behavior of their leaders ( n = 19), while the leaders evaluated the respondents' job performance. Using subgroup moderator analyses, the effect of work unit size was significant, with leader structure related to satisfaction in larger units and consideration related to satisfaction in smaller units. Results confirm earlier findings that in low-stress jobs consideration enhances satisfaction and performance but that in high-stress jobs, structure is helpful. Also confirmed were results of previous studies showing that high structure had dysfunctional effects only when accompanied by low consideration. Finally, role clarity did not moderate the relationship between leader behavior and subordinate satisfaction and performance. (37 ref)
