Effects of Different Leader Behaviors under Different Levels of Task Interdependence

Bibliographic Data

ID9890488
AuthorsLouis W Fry (University of Washington, corresponding author), Steven Kerr (0000-0002-3643-7859, University of Southern California), Cynthia Lee (0000-0002-3581-6208, Temple University)
Year1986
Volume39
Issue12
Pages1067-1081
Publication date1986-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678603901201
OpenAlexW2105206911
LanguageEN
Citations received4
References cited20

Three hypotheses were developed and tested relating the moderating effects of interdependence between leader behaviors and satisfaction and performance. Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satisfaction hypotheses. Winning coaches of high interdependence sports teams were described as exhibiting significantly greater leader-initiating structure than losing high interdependence coaches. Also, winning coaches of high interdependence teams exhibited significantly more leader-initiating structure and significantly less leader consideration than winning coaches of low interdependence teams

Economics · Management · Task (project management · Behavioral Health and Interventions · Motivation and Self-Concept in Sports · Psychology · Social Psychology · Sport Psychology and Performance

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