TY - JOUR
AU - SEASHORE, STANLEY E.
AB - Summary This study is concerned with the proposition that the nature of superior‐subordinate relationships in an organization, as perceived or evaluated by subordinates, affects the job performance of subordinates, whether the latter are considered as a group or as individuals. This rather widely accepted proposition was tested using four more specific hypotheses which were derived from it, and which involve certain aspects of superior‐subordinate interaction, as specified in the paper. The objectives were to test the hypothesized relationships between these variables and subordinate performance, and to examine the generality of these relationships.
TI - SUPERIOR‐SUBORDINATE RELATIONSHIPS AND PERFORMANCE
JF - Personnel Psychology
DO - 10.1111/j.1744-6570.1961.tb01242.x
DA - 1961-12-01
UR - https://www.deepdyve.com/lp/wiley/superior-subordinate-relationships-and-performance-jOLJWuMt0P
SP - 357
VL - 14
IS - 4
DP - DeepDyve
ER -