Differential effects of leader style and group maturity upon subordinate satisfaction, task effectiveness, and task efficiency.

Abstract

This study tested the effects that four different leadership styles had upon groups' satisfaction, effectiveness, and efficiency. Fifty-six groups consisting of four to seven members each completed a subarctic survival simulation and reached a consensus decision. Half of the groups were mature and the other half were immature. Half of the groups were led in the task by a leader whose style was appropriate to their maturity level, while the other half were led by an inappropriate leadership style. Hypotheses posited that groups who were matched with a leadership style which was appropriate to their maturity level would demonstrate higher levels of satisfaction, effectiveness, and efficiency. The results indicated that groups who were correctly matched with an appropriate style were significantly more satisfied than groups who were incorrectly matched. Inconsistent results were found for effectiveness and efficiency. The results also indicated that mature groups out-performed immature groups even when both groups were correctly matched with an appropriate leadership style. The results of this study have both practical and theoretical implications for leadership. These implications and suggestions for future research are discussed.