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Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership

David G. Bowers and Stanley E. Seashore
Administrative Science Quarterly
Vol. 11, No. 2 (Sep., 1966), pp. 238-263
DOI: 10.2307/2391247
Stable URL: http://www.jstor.org/stable/2391247
Page Count: 26
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Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership
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Abstract

Recent research in the area of leadership seems to point to the existence of four basic dimensions of leadership: support, interaction facilitation, goal emphasis, and work facilitation. Data from a recent study of 40 agencies of one of the leading life insurance companies are used to evaluate the impact of both supervisory and peer leadership upon outcomes of satisfaction and factorial performance measures. Results from the study suggest that this conceptual model is useful and that leadership's relation to organizational outcomes may best be studied when both leadership and effectiveness are multidimensional. Both peer and supervisory leadership measures relate to outcomes. In most instances, the ability to predict is enhanced by taking simultaneous account of certain nonleadership variables.

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