Substitution of a leader’s power bases by contextual variables

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Organizational transition toward self-management raises questions regarding managers' influence on subordinates' behavior and outcomes. This study examined the effects of a leader's power bases and situational leadership substitutes on subordinates' job satisfaction. Questionnaires were administered to 292 employees at several organizational settings. The contribution of a leader's power bases to the prediction of job satisfaction was found to be smaller than the contribution of the aggregated situational variables relating to characteristics of the subordinates, the task and the organization. A leader's expert power was found to be moderated by subordinates' expertness and professional orientation. Nevertheless, the more personal referent power base was not substituted by contextual variables. The results are discussed in regard to the impact of the leader and contextual variables on subordinates' outcomes.
Original languageEnglish
Pages (from-to)383-399
JournalInternational Journal of Organization Theory and Behavior
Issue number3-4
StatePublished - 2002


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