Leader-group interactions: A longitudinal field investigation

Charles N. Greene, Chester A. Schriesheim

Research output: Contribution to journalArticlepeer-review

37 Scopus citations


Investigated relationships among subordinate perceptions of instrumental and supportive leader behavior and group arousal and cohesiveness. Identical questionnaire measures (i.e., modified versions of the Structure and Consideration subscales of the Leader Behavior Description Questionnaire; portions of W. E. Scott's [1967] semantic differential) of the 4 variables were administered to employees in 123 work groups in 4 organizations at 2 points in time (separated by 6 mo). Two moderator variables, recency of group formation and group size, were also measured. All responses were averaged within the work group, to produce group scores. Using cross-lagged correlational and path analytic procedures, the effect of each assumed independent variable (leader behavior) on each dependent variable (group arousal or cohesiveness) was assessed under moderated (e.g., large vs small group size) and unmoderated conditions. Both leader behaviors were found to positively influence group arousal and cohesion. As predicted, instrumental leadership had particularly strong effects on arousal and cohesiveness in both large and new groups. Supportive leadership exerted its greatest influence in small as well as new groups. (30 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved).

Original languageEnglish (US)
Pages (from-to)50-59
Number of pages10
JournalJournal of Applied Psychology
Issue number1
StatePublished - Feb 1 1980
Externally publishedYes


  • instrumental & supportive leader behavior & group size & recency of formation, group arousal/productivity & cohesiveness, employees in work groups

ASJC Scopus subject areas

  • Applied Psychology


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