Several hypotheses on the moderating effect of task structure from Path‐Goal leadership theory were tested in a large public utility. No support was found for the moderating effect of task structure, despite multiple analyses and large and statistically significant differences in moderator variables: instrumental leadership obtained few significant correlations with criteria regardless of task structure, and supportive leadership was strongly related to criteria at all levels of task structure. Based on these results and theoretical considerations, suggestions are made for modification of the manner in which the theory has generally been tested, and for attention to specific testing of several assumptions upon which the theory is based.
|Original language||English (US)|
|Number of pages||22|
|State||Published - 1980|
ASJC Scopus subject areas
- Applied Psychology
- Organizational Behavior and Human Resource Management