心理学
任务(项目管理)
社会心理学
人格
领导风格
模棱两可
方向(向量空间)
风格(视觉艺术)
人际关系
认知心理学
应用心理学
管理
计算机科学
数学
社会学
经济
考古
历史
程序设计语言
社会科学
几何学
作者
Stan E. Weed,Terence R. Mitchell,Weldon Moffitt
出处
期刊:Palgrave Macmillan UK eBooks
[Palgrave Macmillan UK]
日期:1981-01-01
卷期号:: 123-140
被引量:24
标识
DOI:10.1007/978-1-349-04809-0_9
摘要
Interactions between leadership style, subordinate personality, and task type, and the effects of different combinations of these variables on group performance and satisfaction with supervision were investigated. Three different types of leaders were selected and trained: (a) high in human relations and high in task orientation, (b) low in human relations and high in task orientation, and (c) high in human relations and low in task orientation. Each leader worked with eight high- and eight low-dogmatism subjects on four tasks that differed in ambiguity and difficulty. As predicted, there were significant interaction effects for Leader × Subordinate × Task combinations (p < 0.05). These effects on group performance were strongest for difficult- ambiguous tasks. Subordinates, regardless of their personality were significantly more satisfied with leadership behaviour that was high in human relations orientation.
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