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A Causal Investigation Into the Relationships Between Supervisory Leadership Styles and Subordinate Satisfaction and Performance

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A Causal Investigation Into the Relationships Between Supervisory Leadership Styles and Subordinate Satisfaction and Performance Louisiana State University LSU Digital Commons LSU Historical Dissertations and Theses Graduate School 1975 A Causal Investigation Into the Relationships Between Supervisory Leadership Styles and Subordinate Satisfaction and Performance. Kent Edward Curran Louisiana State University and Agricultural & Mechanical College Follow this and additional works at: https://digitalcommons.lsu.edu/gradschool_disstheses Recommended Citation Curran, Kent Edward, "A Causal Investigation Into the Relationships Between Supervisory Leadership Styles and Subordinate Satisfaction and Performance." (1975). LSU Historical Dissertations and Theses. 2867. https://digitalcommons.lsu.edu/gradschool_disstheses/2867 This Dissertation is brought to you for free and open access by the Graduate School at LSU Digital Commons. It has been accepted for inclusion in LSU Historical Dissertations and Theses by an authorized administrator of LSU Digital Commons. For more information, please contact [email protected]. INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological meat s to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1.The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image. You will find a good image of the page in the adjacent frame. 3. When a map, drawing or chart, etc., was part of the material being photographed the photographer followed a definite method in “sectioning" the material. It is customary to begin photoing at the upper left hand corner of a large sheet and to continue photoing from left to right in equal sections with a small overlap. If necessary, sectioning is continued again — beginning below the first row and continuing on until complete. 4. The majority of users indicate that the textual content is of greatest value, however, a somewhat higher quality reproduction could be made from "photographs" if essential to the understanding of the dissertation. Silver prints of "photographs" may be ordered at additional charge by writing the Order Department, giving the catalog number, title, author and specific pages you wish reproduced. 5. PLEASE NOTE: Some pages may have indistinct print. Filmed as received. Xerox University Microfilms 300 North Zaab Road Ann Arbor, Michigan 48106 76- 12,912 CURRAN, Kent Edward, 1947- A CAUSAL INVESTIGATION INTO THE RELATIONSHIPS BETWEEN SUPERVISORY LEADERSHIP STYLES AND SUBORDINATE SATISFACTION AND PERFORMANCE. The Louisiana State University and Agricultural and Mechanical College D.B.A., 1975 Business Acknini strati on Xerox University Microfilms,Ann Arbor, Michigan 48106 THIS DISSERTATION HAS BEEN MICROFILMED EXACTLY AS RECEIVED. A CAUSAL INVESTIGATION INTO THE RELATIONSHIPS BETWEEN SUPERVISORY LEADERSHIP STYLES AND SUBORDINATE SATISFACTION AND PERFORMANCE A Dissertation Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and Mechanical College In partial fulfillment of the requirements for the degree of Doctor of Business Administration by Kent Edward Curran B.S.M.E., Bradley University, 1969 M.B.A., Bradley University, 1971 December, 1975 ACKNOWLEDGMENTS There are many people who have made a contribution toward the completion of this research project. Space limitations prevent me from naming all of these individuals. However, I would like to ex­ press my gratitude to those who played the most significant roles in what at times seemed to be a never ending drama. I owe a special debt of gratitude to Dr. Jerry A. Wallin, my advisor and chairman of the D.B.A. committee, for his encouragement, suggestions, and advice throughout the different stages of this re­ search. 1 truly believe that had it not been for his sincere in­ terest in me and my work that this project may never have been completed. I also want to thank Dr. Wallin for Instilling in me a desire to continue to do scholarly research, something I never thought 1 would pursue once I had completed this project. Special thanks is also due Dr. Roger L. Burford and Dr. Robert F. Smith for their suggestions to improve the work. 1 remain solely responsible, however, for the contents and any shortcomings in this dissertation. I also wish to thank Dr. Herbert G. Hicks, Dr. S. Lee Richardson, and Dr. Robert A. Flammang for their encouragement and cooperation. I would also like to acknowledge the following professors who provided me with their research questionnaire materials and/or gave me permission to use them in this study: Dr. William E. Scott, Jr., Indiana University and Dr. William J. Reddin, The University of New ii Brunswick, Canada. Further, I would like to thank all of the people and organizations who participated in the study by completing the research questionnaires and allowing me to probe their files for needed data. Finally, a special note of gratitude and appreciation is due ray wife, Maky. It was her unending confidence in my ability and her support, both financial and emotional, which gave me the strength to continue on with this project even during its darkest hours. ill TABLE OF CONTENTS Page LIST OF TABLES............................................. vi LIST OF F I G U R E S ........................................... vii ABSTRACT...................................................... viii Chapter I. INTRODUCTION AND DEVELOPMENT OF THE RESEARCH IDEA ............................................. 1 The General Significance of the Study . , , ........ 2 Historical Background .............................. 4 Justification for the S t u d y ............. 8 The General Nature of the Problem.................. 11 Organization of the R e s e a r c h ...................... 12 II. SURVEY OF THE L IT E R A T U R E .......................... 14 Emerging Leadership Theories ...................... 14 What Is Leadership?.............................. 14 Frederick W. Taylor-Scientific Management .... 16 Human Relations Approach ........................ 18 Ohio State Leadership Studies .................. 20 University of Michigan Leadership Studies .... 24 Douglas McGregor - Theory X and Theory Y ........ 27 Robert R. Blake and Jane S. Mouton - The Managerial G r i d ................................ 32 Rensis Likert - Management Systems .............. 36 Tannenbaum and Schmidt - Choosing a Leadership P a t t e r n ........................................ 41 Paul Hersey and Kenneth Blanchard - Life Cycle Theory of Leadership ............................ 46 Fred Fiedler - Leadership Contingency Model . 49 William J. Reddin - The 3-D The o r y.............. 53 Summary of Leadership Theories .................. 58 Research Examining the Relationships Between Supervisory Leadership Style and Subordinate Performance and Satisfaction . ................ 59 Employee-Centered Versus Production- Centered L e a d e r s h i p............................ 60 Participative Versus Directive Leadership .... 69 Conclusions and Research Intent .................... 92 III. RESEARCH DESIGN AND METHODOLOGY .................... 94 S u b j e c t s .......................................... 94 Variables Under Investigation ...................... 96 Performance.................................... 96 iv Page Satisfaction Survey ............................ 98 Leadership Styles .............................. 110 Method of Data C o l l e c t i o n ........................ 112 Statistical Analysis .............................. 115 Cross-Lagged Panel Correlation Technique .... 116 Dynamic Correlation Coefficients .............. 120 IV. DATA ANALYSIS RESULTS AND DISCUSSION.............. 123 Discussion of lables .............................. 123 Presentation of Findings .......................... 128 Relationships Between Task Orientation and Satisfaction and P e r f o r m a n c e .............. 130 Relationships Between Relationships Orientation and Satisfaction and Performance .............. 140 Relationships Between Effectiveness and Satisfaction and Performance .................. 150 V. SUMMARY AND C O N C L U S I O N S .......................... 162 Summary of Data Analysis ........ ......... 163 Relationships Between Task Orientation and Satisfaction and Performance .................. 163 Relationships Between Relationships Orientation and Satisfaction and Performance . 165 Relationships Between Effectiveness and Satisfaction and Performance .................. 167 Discussion of Results ............................ 169 Task O r i e n t a t i o n .............................. 169 Relationships Orientation ...................... 173 Effectiveness .................................. 177 Conclusions and Implications ...................... 180 BIBLIOGRAPHY ............................................... 184 APPENDIX A. Semantic Differential Satisfaction Survey . 196 APPENDIX B. Statement Pairs Making Up The Management Style Diagnosis T e s t .......................... 210 APPENDIX
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