A further test of leadership effects due to between-group variation and within-group variation

Abstract

Studied the effects of within- and between-group variation in leader behavior descriptions. Attitudinal and performance data were obtained from in- and out-group male members of 48 4-person military groups (the Least Preferred Co-Worker Scale, the Job Descriptive Index, and the Group Atmosphere Scale). Results of a hierarchical regression analysis for the attitudinal measures replicated R. Katerberg and P. W. Hom's (see record 1981-24541-001 ) finding that within-group variation in leader behavior predicted attitudinal criteria after the confounding effects of between-group leadership variation were removed. Results suggest that additional understanding of the affective outcomes of both in- and out-group Ss may be gained by a dyadic view of leadership. The general failure of the performance measures suggests that serious problems may exist for the dyadic approach as commonly operationalized. (30 ref) (PsycInfo Database Record (c) 2025 APA, all rights reserved)