Relationships of Leader Behavior, Subordinate Role Ambiguity and Subordinate Job Satisfaction

Abstract

Effects of three variables, role ambiguity, leader consideration, and leader initiating structure, on subordinate job satisfaction were investigated for 284 employees of two electronics firms. Using correlational analysis and analysis of variance it was concluded that leader consideration and subordinate role ambiguity, singly and jointly, are associated with subordinate job satisfaction. Implications for contingency theories of leadership are discussed.