ABSTRACT
The contingency model of leadership was applied in a field study of job stress. Fifty-one university administrators completed a series of questionnaires that assessed their leadership style, degree of situational control within their work setting, perceived job stress, physical health, and psychological well-being. Multivariate analyses of variance (MANOVAs) showed that administrators whose leadership style and level of situational control were "in match" reported significantly less job stress, fewer health problems, and fewer days missed from work than administrators who were "out of match." The results are discussed as supporting the person-environment fit model of job stress.
Subject(s)
Job Satisfaction , Social Environment , Stress, Psychological/psychology , Female , Humans , Interpersonal Relations , Leadership , Male , Middle Aged , Occupational Diseases/psychology , Psychophysiologic Disorders/psychology , Stress, Psychological/complicationsABSTRACT
A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.
