SITUATIONAL LEADERSHIP THEORY REVISITED - A TEST OF AN ACROSS-JOBS PERSPECTIVE

In a replication and extension of prior studies of Situational Leaders hip Theory (Hersey & Blanchard, 1993), data from 332 university employ ees and 32 supervisors were collected on dimensions of leader behavior and follower maturity in order to test predictions for the outcomes o f employee performance, satisfaction, and quality of leader-member exc hange. The primary goals of the analyses were a replication of prior t ests of a within-jobs view of the theory, and an across-jobs test of t he theory wherein job level was used as a predictor of optimal leaders hip style. Evidence demonstrated that the theory, as originally formul ated, has little descriptive utility. However, further analyses sugges ted that supervisory monitoring and consideration may interact with jo b level such that monitoring has a positive impact for lower level emp loyees, while consideration has a more positive impact for higher leve l employees. The interaction suggests that some of the intuitively-app ealing aspects of the theory may be correct, but that couching these p rocesses in terms of readiness/maturity and the Ohio State dimensions of initiation structure and consideration is incorrect.