Combinative aspects of leadership style and the interaction between leadership behaviors

Abstract

Purpose

Interactive or moderation effects are normally examined using hierarchical regression analysis and the product‐term. The purpose of this paper is to test an alternative perspective of interaction, which is based on how leaders combine different leadership behaviors (i.e. task‐oriented and socio‐emotional leadership).

Design/methodology/approach

Data from 191 full‐time, white‐collar employees were obtained using a cross‐sectional design and a self‐administered questionnaire. Task‐oriented leadership (i.e. pressure) and socio‐emotional leadership (i.e. support) were measured using items from Misumi. Two measures were used for follower satisfaction with the leader: the satisfaction component of the job descriptive index and a single‐item measure. Satisfaction with how the leader combines leadership behaviors was measured using a single‐item measure.

Findings

The findings show that follower satisfaction with the way the leader combines task‐oriented and socio‐emotional leadership augments the effects of these two types of leadership on follower satisfaction with the leader. Non‐significant interactions were found between pressure and support using the product‐term method for examining interactions.

Research limitations/implications

The paper examined only satisfaction with the leader. The sample is relatively small, consisted entirely of white‐collar employees, and the response rate is unknown. All the data were obtained from participants and hence mono‐source effects are possible.

Practical implications

The findings draw attention to the need to approach interactive effects more carefully and demonstrate the importance of combinative aspects of leadership style.

Originality/value

The paper provides an alternative view of interaction effects.

Citation

Casimir, G. and Ngee Keith Ng, Y. (2010), "Combinative aspects of leadership style and the interaction between leadership behaviors", Leadership & Organization Development Journal, Vol. 31 No. 6, pp. 501-517. https://doi.org/10.1108/01437731011070005