John E. Sheridan

The direction of the causal relationship between job satisfaction and work performance

Abstract A crossed-lagged correlation design was used to test causal relationships between work performance and four different measures of job satisfaction. Longitudinal data over a 1-yr period was collected for a sample of 35 managers and 59 machine operators in a specialty steel firm. Affective measures of job satisfaction were linked to managers performance in a lagged performance → satisfaction relationship. Need deficiency measures of job satisfaction were linked to the machine operators performance in a lead dissatisfaction → performance relationship. The inclusion of the importance moderator in measures of job satisfaction did not improve the correlation between satisfaction and performance.

The path-goal theory of leadership: a longitudinal analysis

Abstract This paper reports the results of a longitudinal analysis of the path-goal theory of leader effectiveness (House 1971), using a sample of managers and production workers from a single organization. Measures of leader behavior, task structure, subordinate performance, expectancies, and satisfaction were used to test the theory through cross-lagged and dynamic correlational analyses. The findings provide weak support for the theory.

Analysis of Relationships among Leader Behavior, Subordinate Job Performance and Satisfaction: A Path-Goal Approach

The propositions are tested that (a) the more unstructured the task, the more positive the relationships between leader initiating structure and subordinate job satisfaction and performance, and (b) the more unstructured the task, the less positive the relationship between leader consideration and subordinate job satisfaction and performance. The correlations do not support the first proposition.

Analysis of Relationships Between Leader Behavior and Subordinate Job Performance and Satisfaction: A Path-Goal Approach.

An empirical test of the Path-Goal theory of leadership is provided by this paper. The hypotheses were tested that: (1) the more unstructured the task, the more positive the relationship between le...

CULTURAL MODERNITY, LEADERSHIP AND JOB SATISFACTION.

In recent year, there has been a growing interest in the area of cross-cultural behavioral research. The evidence regarding the impact of culture on workers job attitudes has often been meager and contradictory because the research had several common problems that limited the interpretation of the evidence presented. Ajiferuke and Boddewyn (1970a; 1970b), Slocum and Topichak (1972), and Slocum et al. (1973) identified three major problem areas: (1) inadequate delineation of culture and failure to operationally define the term; (2) inadequate data analysis and research instruments, and (3) inadequate control for the possible moderating effects of organizational and interpersonal influences on job attitudes. The present research addressed these methodological problems by examining the influence of modernity, a cultural attribute, on workers job attitudes while controlling for the possible extraneous effects of work technology, organizational structure and supervisory leadership style. The significant inte...