Role perceptions and behavior of the immediate superior: moderating effects on the prediction of leadership effectiveness.
The relationship between role conflict or role ambiguity and behavior of the immediate superior is investigated. It is hypothesized that behaviors which are associated with subordinates' role perceptions will moderate the relationship between subordinates' ability and their performance. First- and second-level leaders were asked to provide data on their job attitudes, co-worker relations, and experience. Respondents were also given a short test of intelligence, and their job performance was rated by knowledgeable superiors. Results show that boss behavior creating role conflict for first-level leaders was a significant moderator for these leaders' ability and performance correlations. For second-level leaders, boss behavior which created role ambiguity was a significant moderator of ability and performance correlations. It is concluded that experience has a positive relationship with performance when stress is high and that intelligence has a positive relationship with performance only when stress is low. It is further argued that stress with the boss is best described as behavior which leads to role conflict and ambiguity for subordinates in leadership positions. Implications for role theory and leadership theory are discussed.
D000288:Administrative Personnel / Q000523:psychology*; D003220:Conflict, Psychological; D006801:Humans; D007588:Job Satisfaction; D007857:Leadership; D012044:Regression Analysis; D012380:Role