Different ways to get the job done: comparing the effects of intellectual stimulation and contingent reward leadership on task‐related outcomes

Abstract

AbstractTwo experiments were conducted to compare the effects of intellectual stimulation and contingent reward leadership on performance, task enjoyment, and extra effort. Participants (N = 78 and N = 158) viewed one of three videos and performed an in‐basket exercise. Several interesting differences emerged. Across both studies, participants in the control and contingent reward leadership conditions generated more ideas than their counterparts in the intellectual stimulation condition. Additionally, participants reported more willingness to exert extra effort when the leader was either intellectually stimulating or emphasized contingent reward leadership, as compared to the control condition. Finally, while task enjoyment was higher in the contingent reward leadership condition than in the control condition in Study 1, no significant differences emerged among conditions for enjoyment in Study 2.