Leadership Behavior as a Function of Subordinate Competence and Task Complexity

A modified role projection technique is used to determine the effects of subordinate competence (low and high) and task complexity (simple and complex) on perceptions of leadership behavior. This behavior is viewed in terms of consideration (C) and initiating structure (IS). With leadership thought of as a dyadic influence process, it is hypothesized that subordinates hold expectations of the proper level of structuring their supervisor should provide. If the supervisor violates this level, his C and IS behaviors will be considered to be negatively related. Two variables-subordinate competence and task complexity-are hypothesized to directly affect the subordinate's expectation of the proper level of structuring. The results provide some support for the proposed model, but mixed support for the specific hypotheses.'