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Focus of Attention at Work and Leader‐Follower Relationships
Author(s) -
Gardner Donald G.,
Dunham Randall B.,
Cummings L. L.,
Pierce Jon L.
Publication year - 1987
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030080402
Subject(s) - psychology , focus (optics) , typology , supervisor , social psychology , work (physics) , job satisfaction , regulatory focus theory , sociology , management , mechanical engineering , physics , creativity , anthropology , optics , economics , engineering
Three different studies examine moderating effects of focus of attention at work on leader‐follower relationships, using the typology developed by Howell, Dorfman, and Kerr (1986). Survey data were collected from over 1300 subjects. Results indicate that: (1) high focus on the supervisor while at work enhances leader behaviour‐subordinate satisfaction and behaviour relationships, (2) high focus on off‐job factors while at work enhances leader behaviour‐subordinate satisfaction relationships, and (3) high focus on off‐job factors while at work weakens leader behaviour‐subordinate behaviour relationships. Theoretical implications for the study of organizational behaviour are discussed, as well as practical issues for enhancing leader behaviour effectiveness in work organizations.