Abstract
Three hypotheses were developed and tested relating the moderating effects of interdependence between leader behaviors and satisfaction and performance. Results from a survey of 419 participants on 22 teams in eight sports revealed strong support for the performance hypotheses, but not for the satisfaction hypotheses. Winning coaches of high interdependence sports teams were described as exhibiting significantly greater leader-initiating structure than losing high interdependence coaches. Also, winning coaches of high interdependence teams exhibited significantly more leader-initiating structure and significantly less leader consideration than winning coaches of low interdependence teams.
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