Meta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance
Article Abstract:
A meta-analysis was conducted to estimate more accurately the bivariate relationships between leadership behaviors, substitutes for leadership, and subordinate attitudes, and role perceptions and performance, and to examine the relative strengths of the relationships between these variables. Estimates of 435 relationships were obtained from 22 studies containing 36 independent samples. The findings showed that the combination of the substitutes variables and leader behaviors account for a majority of the variance in employee attitudes and role perceptions and a substantial proportion of the variance in in-role and extra-role performance; on average, the substitutes for leadership uniquely accounted for more of the variance in the criterion variables than did leader behaviors. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1996
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College experiences and managerial performance
Article Abstract:
A comparison of data contained in two A T & T longitudinal studies (one of which relates to managers in the 1950s and the other of which relates to managers in the 1970s) compares managerial performance and success with various aspects of college experience. The college experience factors studied are: level of education, grades earned, quality of undergraduate university or college, major field of study, and extracurricular activities. Among the findings of the study are that social science majors and humanities students have better managerial skills than do engineering, math and science majors, and that managerial success is closely related to college major, extracurricular activities, and level of education attained.
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1986
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