Subordinates' information inquiry: Exploring the effect of perceived leadership style and individual differences

Research output: Contribution to journalArticlepeer-review

42 Scopus citations

Abstract

An argument is developed and tested that a superior's perceived leadership style affects subordinates' information inquiry in an organizational setting. Transformational and transactional leadership theories were utilized to postulate that the content and frequency of information sought by a subordinate from his/her superior will vary depending on that superior's leadership style. This relationship was tested with individual difference predictors such as job-related tolerance for ambiguity, organization-based self-esteem, and work-domain goal orientation of subordinates, in mind. Empirical results, based on the field study using survey data and longitudinal checklist recording, show general support for the model.

Original languageEnglish (US)
Pages (from-to)221-232
Number of pages12
JournalJournal of Occupational and Organizational Psychology
Volume74
Issue number2
DOIs
StatePublished - Jun 1 2001

Fingerprint Dive into the research topics of 'Subordinates' information inquiry: Exploring the effect of perceived leadership style and individual differences'. Together they form a unique fingerprint.

Cite this