Conceptualizations of leader performance-contingent behaviors have recently been expanded by Schriesheim, Hinkin, and Podsakoff (1989). Their taxonomy of leader response behavior includes not only the traditional concepts of leader reward and punishment, but also the concept of leader omission, whereby no leader behavior is emitted following subordinate performance. One purpose of this manuscript was to more fully develop the construct of leader omission by comparing it with traditional operant concepts (such as reward, punishment, and extinction) and assessing its relationships with subordinate performance and role ambiguity. Most studies in this area have been field examinations. In these studies, leader response behaviors may have been confounded with other contingencies in the organizational environment, making it difficult to determine what factors were controlling subordinate performance. A laboratory study was conducted which allowed the subordinate's environment to consist only of leader contingencies. In addition, a review of the literature revealed that other sources of performance-related information, besides leader response behavior, may operate on the direction and intensity of subordinate performance changes. This other information has been identified as the quality of feedback information communicated to the subordinate by the leader. This study was designed to examine the effects of different levels of feedback information quality and three leader behaviors (reward behavior, punitive behavior, and extinction), under different levels of subordinate performance (manipulated by the researcher) on subsequent subordinate performance and role ambiguity. As expected, results indicated that there were significant interactions between the experimental factors with respect to their effects on performance. The performance patterns that emerged under / different experimental conditions indicate (1) the importance of consistency between leader behavior and feedback, (2) the negative impact of punishment on performance and role ambiguity, and (3) the important role information processing plays in an individual's interpretation of performance-related cues from his working environment. / Source: Dissertation Abstracts International, Volume: 52-03, Section: A, page: 0997. / Major Professor: Mark J. Martinko. / Thesis (Ph.D.)--The Florida State University, 1991.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_76363 |
| Contributors | Moss, Sherry Elizabeth., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 186 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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