Leadership preference, leadership behavior, and employee satisfaction

Abstract

This study investigated five leadership dimensions and seven satisfaction criteria in two state highway department bureaus. One bureau dealt with Construction, the other was a bureau of Design. Each bureau differed in work demands and potential for supervisor-subordinate interaction. Data about leadership preference, leadership behavior, and satisfaction criteria were obtained statewide by mail questionnaires. Differences between the Construction and Design bureaus were predicted for: (1) leadership preference scores; (2) leadership behavior scores and their relationships with criteria; (3) leadership preference minus behavior discrepancy scores and their relationships with criteria; and (4) interactive leadership behavior X preference relationships with criteria. It was also predicted that the models in (3) and (4) above would have a stronger relationship with criteria than would leadership behavior alone. In general, a number of differences were found between the two bureaus concerning (1–4) above but the discrepancy and interactive models were not more strongly related to criteria than leadership behavior alone. Implications of these findings are discussed.