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THE EFFECT OF POSITION POWER AND PERCEIVED TASK COMPETENCE ON TRAINER EFFECTIVENESS: A PARTIAL UTILIZATION OF FIEDLER'S CONTINGENCY MODEL OF LEADERSHIP 1
Author(s) -
JUSTIS ROBERT T.,
KEDIA B. L.,
STEPHENS DAVID B.
Publication year - 1978
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1978.tb02111.x
Subject(s) - trainer , competence (human resources) , psychology , contingency , social psychology , computer science , programming language , linguistics , philosophy
This study investigates the effect of trainer position power and trainer perceived task competence on trainees' performance levels. Three classifications of position power are examined: (1) high position power; (2) moderate position power; and (3) low position power. Two conditions of perceived task competence are also investigated: (1) high competence trainer behavior and (2) low competence trainer behavior. The results indicate that trainees perform at a higher level when trained by a trainer with high position power and high task competence as compared to a trainer with low position power and low task competence. The results also show that the trainer's position power and trainer's task competence jointly affect trainee effectiveness. Based on the research results, changes in organizations' standard training programs are recommended.