Relationships between leadership and professionals' job attitudes and perceptions: Comparison of two leadership models

The aim of this study was to investigate the power of the Average Leadership Style (ALS) and Vertical Dyad Linkage (VDL) models of leadership in explaining relationships between leader's initiating structure behaviour and consideration behaviour, and subordinates' attitudes and perceptions. The considered dependent variables were five facets of job satisfaction, two role stress variables (role conflict and ambiguity), one role strain indicator (job tension), and four dimensions of workteam climate. The relationships were investigated in two occupational samples comprising 127 family physicians and 155 nurses working in 28 Primary Health Care Teams. Within and between analysis (WABA) and contextual analysis were applied in order to determine the appropriate level of analysis (group as expected from ALS or individual as expected from VDL) for studying the relationships between leader consideration and initiating structure behaviours and the dependent variables. The results obtained showed the prevalence of the VDL model in most of the cases, although two of the relationships studied fitted the ALS model.