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.
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