Subordinate Independence: A Boundary Condition on the Effectiveness of Transformational Leadership?
Date of Award
Doctor of Philosophy (PhD)
Dirk D. Steiner
The present study hypothesized that subordinate independence would act as a boundary condition on the effectiveness of transformation leadership; that is, that independence would moderate the relationship between transformational leadership and several dependent variables. More specifically, subordinates who responded favorably to transformational leaders were expected to be low in independence. The dependent variables employed in the study included subordinate reactions to the leader (satisfaction with the leader, perceived effectiveness of the leader, and willingness to exert extra effort due to the leader), individual subordinate performance, and discretionary subordinate organizational citizenship behavior. Study results did not support the hypotheses at the.05 level of significance. These results are interpreted as evidence suggesting that subordinate independence is not a boundary condition on the effectiveness of transformational leadership in most typical work settings; that subordinates' level of independence is not a significant factor in determining whether or not they respond favorably to a transformational leadership style.
Dockery, Terry Michael, "Subordinate Independence: A Boundary Condition on the Effectiveness of Transformational Leadership?" (1993). LSU Historical Dissertations and Theses. 5566.