Abstract
This study investigates the contingency relationship between leadership styles and group compatibility upon productivity and member satisfaction. Using a 3×3 factorial design including three leadership styles and three compatibility groupings, nine different contingencies were identified and measured on two indices of productivity and two indices of satisfaction. It is hypothesized that group compatibility and leadership style interact to produce significant differential effects on both productivity and satisfaction. Results confirmed that hypothesis and suggested further critical analysis of contingency relevant theories, especially those of Schutz and Blake and Mouton.
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