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The effects of group cohesion and leader behavior on subordinate satisfaction

Article Abstract:

Group cohesion moderates the relationship between subordinate satisfaction and leader behavior, with leader-initiating structure and consideration more strongly associated with subordinate satisfaction in high-cohesiveness, rather than low-cohesiveness groups. A group of 203 military cadets at a large southeastern US university completed questionnaires. Measures covered included: leader initiating structure, leader consideration, group cohesiveness, satisfaction with coworkers, satisfaction with work, satisfaction with supervision, satisfaction with promotional opportunities, and satisfaction with the organization. Results demonstrate the need to include group process variables in leadership theory and research.

Job satisfaction, Military education

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Excused and unexcused absenteeism in normative organizations - effects of organizational commitment, rank, and interaction process

Article Abstract:

The effects of organizational commitment, organizational rank, and interaction process on excused and unexcused absences in 18 college fraternities were studied. Results indicate the commitment was related to unexcused absences but not to excused absences. Rank had a strong direct effect and a weak indirect effect. The interaction process was shown to be associated with organizational commitment and indirectly related to unexcused absenteeism. The effects of organizational commitment on absenteeism may be stronger in normative organizations than in utilitarian organizations such as labor unions. Constraints to the applicability of the conclusions to other types of organizations are given.

Social aspects, Analysis, Management, College students, Worker absenteeism, Absenteeism (Labor), Greek letter societies

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The mediator as leader

Article Abstract:

The effects of mediator behavioral styles and disputant knowledge of negotiation deadlines on bargaining behavior was the subject of a laboratory experiment. One hundred thirty-four undergraduate women participated in a simulated dispute in which two types of mediator styles, person-oriented and task-oriented, and deadline certainty were varied. Research results indicate that person-directed mediators are effective regardless of whether there are certain or uncertain negotiation deadlines, while the effectiveness of task-directed mediators is dependent on the ambiguity in dispute situations.

Negotiation, Negotiations

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