Focus of Attention at Work and Leader‐Follower Relationships

Donald G. Gardner1, Randall B. Dunham, L. L. Cummings, Jon L. Pierce

Research output: Contribution to journalArticle

16 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)277-294
Number of pages18
JournalJournal of Organizational Behavior
Volume8
Issue number4
DOIs
StatePublished - Oct 1987

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