Abstract
The present study examined the effects of group cohesiveness and leader behavior on subordinate satisfaction in a military organiza tion. A total of 203 cadets completed measures of group cohesiveness, leader initiating structure, leader consideration, and several satisfac tion scales. Analyses indicated that (1) subordinates were more satisfied with leaders who exhibited high levels of initiating struc ture and consideration; (2) subordinates in high-cohesiveness groups were more satisfied than subordinates in low-cohesiveness groups; and (3) leader initiating structure and consideration were more positively related to subordinate satisfaction in high-cohesiveness groups than in low-cohesiveness groups. The results demonstrate the necessity of including group process variables in leadership theory and research. Implications of the findings forgroup effectiveness are also discussed.
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