| Abstract: | Neither simple imitation, nor motivational coincidence, is adequate either to explain the frequent, superficial absence of similarities in leadership style across hierarchical levels (leadership climate) or to prescribe the best means for changing the style involved when climate does occur. Self-esteem of the lower-level supervisor is investigated as a mediating variable in this problem, in the context of an organization in which no formal human relations training had taken place. Variables were measured by questionnaires submitted to 17 foremen and their 330 male subordinates in a packaging materials plant. Hypotheses, all confirmed by the data, relate supportiveness of the foreman's supervisor to the foreman's behavior toward his subordinates through the attendant consequences of the foreman's self-esteem. (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
