The impact of substitutes for leadership on job satisfaction and performance

Main Article Content

Xiao-Dong Xu
Jian An Zhong
Xiao-Yan Wang
Cite this article:  Xu, X., Zhong, J., & Wang, X. (2013). The impact of substitutes for leadership on job satisfaction and performance. Social Behavior and Personality: An international journal, 41(4), 675-686.


Abstract
Full Text
References
Tables and Figures
Acknowledgments
Author Contact

We analyzed the effects of leadership substitute factors on job satisfaction and performance of knowledge workers, based on existing studies on substitutes for leadership. The data were collected from 130 knowledge workers in China via survey questionnaires based on a modified version of the 41-item scale revised by Podsakoff and MacKenzie (1994), a performance scale based on the dimensions of task performance and contextual performance as classified by Motowildo, Borman, and Schmit (1997), and also used in research conducted by Sun and Jiao (2002), and the Minnesota Satisfaction Questionnaire (Weiss, Dawis, England, & Lofquist, 1967). The findings showed that 7 of the 13 variables of the model of substitutes for leadership proposed by Kerr and Jermier (1978) had positive effects on the job satisfaction and performance of the knowledge workers who took part in this study.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.

Article Details

© 2013 Scientific Journal Publishers Limited. All Rights Reserved.