Abstract
This study investigated the effects of leader structuring style (attention to group interaction procedures) on group member satisfaction and communication performance when the task‐orientation of group members varied. Results indicated little difference in the behavior of high task‐oriented subjects regardless of whether they interacted with structuring or nonstructuring leaders. Subjects low in task‐orientation, however, were significantly more satisfied with their leader and their group's task performance, and were rated by judges of discussion tapes as being in higher quality discussion groups and as making more communication skills statements and fewer social‐emotional contributions when they worked with structuring leaders than when they worked with nonstructuring leaders.
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