Focus of Attention at Work and Leader‐Follower Relationships

Bibliographic Data

ID12167192
AuthorsDonald G Gardner (0000-0003-2752-3824, University of Colorado Colorado Springs, corresponding author), Randall B Dunham, L L Cummings, Jon L Pierce (IMS Unison University)
Year1987
Volume8
Issue4
Pages277-294
Publication date1987-10-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Organizational Behavior (JOURNAL)
Journal identifiersISSN: 0894-3796 • E-ISSN: 1099-1379
PublisherWiley (PUBLISHER • GB)
DOI10.1002/job.4030080402
OpenAlexW1981818955
LanguageEN
Citations received4
References cited20

Three different studies examine moderating effects of focus of attention at work on leader‐follower relationships, using the typology developed by Howell, Dorfman, and Kerr (1986). Survey data were collected from over 1300 subjects. Results indicate that: (1) high focus on the supervisor while at work enhances leader behaviour‐subordinate satisfaction and behaviour relationships, (2) high focus on off‐job factors while at work enhances leader behaviour‐subordinate satisfaction relationships, and (3) high focus on off‐job factors while at work weakens leader behaviour‐subordinate behaviour relationships. Theoretical implications for the study of organizational behaviour are discussed, as well as practical issues for enhancing leader behaviour effectiveness in work organizations

Focus (optics · Job satisfaction · Management · Regulatory focus theory · Sociology · Supervisor · Typology · Work (physics · Behavioral Health and Interventions · Job Satisfaction and Organizational Behavior · Mind wandering and attention · Psychology · Social Psychology

Tools

Open DOISci-Hub