Abstract
validity. From organizational behavior and speech classes at a large, midwestern university 48 student volunreers completed the scales using their supervisors is the focal ,persons. Criterion measures included the Leadership Behavior Description Questionnaire's Structure scale, subordinates' evaluations of their supervisors' effectiveness, subordinates' estimates of others' evaluations of their supervisors' effectiveness, subordinates' frequency of compliance with supervisors' requess, and subordinates' perceptions of supervisors' tolerance. Scores on the power scale did not correlate with the subordinates' frequency of compliance with supervisors' requests (T = $05). This may be a function of the subjects' particular jobs. The mean frequency of compliance was 77%, suggesting that this group may have had little control over their job behavior. Also, scale scores weie related to the remaining criterion measures, including subordinates' perception of effectiveness of leadership (r = .36, p = ' .006), the production emphasis scale of the Leadership Behavior Description Questionnaire (r = .29, p = .02), and others' perceptions of the effectiveness of the supervisors (T = .48. fi = ,001). Findings support the postulated exchange theory of leadership and provide small evidence for the scale's construct validity.
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