Article2002

SUBSTITUTION OF A LEADER'S POWER BASES BY CONTEXTUAL VARIABLES

19 citations0/0 files storedInternational Journal of Organization Theory and Behavior

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Job Satisfaction and Organizational Behavior Employee Performance and Management Leadership and Management in Organizations

Abstract

Organizational transition toward self-management raises questions regarding managers' influence on subordinates' behavior and outcomes. This study examined the effects of a leader's power bases and situational leadership substitutes on subordinates' job satisfaction. Questionnaires were administered to 292 employees at several organizational settings. The contribution of a leader's power bases to the prediction of job satisfaction was found to be smaller than the contribution of the aggregated situational variables relating to characteristics of the subordinates, the task and the organization. A leader's expert power was found to be moderated by subordinates' expertness and professional orientation. Nevertheless, the more personal referent power base was not substituted by contextual variables. The results are discussed in regard to the impact of the leader and contextual variables on subordinates' outcomes.

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1964Work and motivation 1976Motivation through the design of work: test of a theory 1986The Bases of Social Power 1999BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT.2007Assessing dissimilarity relations under missing data conditions: Evidence from computer simulations.1950Social Pressures in Informal Groups 1978Substitutes for leadership: Their meaning and measurement 1994Percept-percept inflation in microorganizational research: An investigation of prevalence and effect.

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