The relationship between leader behavior and subordinate satisfaction in an audit environment : an empirical investigation

Abstract

The research detailed in this dissertation investigated the relationships between perceived leader behavior characterized by consideration displayed by the leader and the leader's initiating structure behavior, and subordinate satisfaction and subordinate thoughts about leaving. These relationships were viewed in conjunction with the moderating effects of task structure and job stress. The following research questions were considered in the present study: (1) Does the degree of task structure or job stress moderate the relationship between perceived leader behavior and subordinate satisfaction? Specifically, will the relationship between leader behavior and subordinate satisfaction be stronger (weaker) as the levels of task structure and job stress change? (2) Does the degree of task structure or job stress moderate the relationship between perceived leader behavior and subordinate thoughts about leaving? Specifically, will the relationship between leader behavior and subordinate thoughts about leaving be stronger (weaker) as the levels of task structure and job stress change? Previous studies have considered the relationship between leader behavior and subordinate satisfaction in an audit work environment. The present study extended previous studies by examining how this relationship is moderated by either task structure or job stress. In addition, the present study was an initial investigation of the effects of perceived leader behavior, moderated by task structure and job stress, upon subordinate thoughts about leaving. Data concerning perceived leader behavior in the form of consideration and initiating structure, task structure, job stress, satisfaction and thoughts about leaving were gathered from actual field auditors from eight international accounting firms. The analysis of the data indicated that an increase in either form of leader behavior has the duel effect of increasing subordinate satisfaction and decreasing subordinate thoughts about leaving. These effects were not found to vary over levels of task structure and job stress.