The Effect of Leadership Style on Performance Improvement on a Manufacturing Task

Abstract

A three-factor, repeated-measures experiment tests the effect of leadership style (charismatic, structuring, and considerate) on performance improvement on a manufacturing task over four trials. Findings from a repeated-measures multivariate analysis of variance indicates that individuals exposed to considerate leadership have superior initial performance but that this difference fades over time. Further analysis indicates that self-efficacy fully mediates the relationship between leadership style and performance. Copyright 1999 by University of Chicago Press.