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Cited by 79Job Satisfaction and Organizational BehaviorLeadership and Management in OrganizationsEmployee Performance and Management

The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.

Cooperative and Competitive Relationships Between Leaders and Subordinates

Tjosvold, Dean, Andrews, Robert, Jones, Hales·1983·Human Relations
DOI 10.1177/001872678303601203
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Abstract

It has been argued that leadership research questionnaires should be based upon a theoretical position that has considerable experimental support for its causal relationships. This study drew upon the experimentally supported theory of cooperation and competition to develop measures of three different kinds of leader orientation: cooperative, competitive, and individualistic. These measures were used by 310 medical laboratory technicians from 10 different hospitals to describe the specific job behaviors of their immediate supervisor. The leaders' orientation scores derived from these behavior descriptions were then correlated with measures of overall job satisfaction, satisfaction with supervision, the desire to perform well, and the desire to stay on the job. As predicted by theory, the correlations with dependent measures were strongly positive for a cooperative orientation and strongly negative for a competitive orientation. The correlations for an individualistic orientation were negative and larger than expected. These results, and previous experimental research, suggest that leaders can improve subordinate reactions to their leadership by emphasizing areas of overlap between their goals and subordinate goals, by helping subordinates work toward their goals, and by sharing the rewards of mutual effort.

Overview

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Registry

Crossref · 10.1177/001872678303601203

Cites

1 of 1 references verified0 citation errors · 0 not checkable

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Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Cooperative interactions are associated with increased morale, organizational commitment, and productivity.

    “Such cooperative interactions are associated with increased morale, organizational commitment, and productivity”

    From Analysis of Conflict Management Styles and Organisational Performance (2025) · cites this paper as Tjosvold et al., 1983

Citations

Cites

Flagged first, then by citations

Research works printed but not linked: 34

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Metadata

Authors
Tjosvold, D., Andrews, R., & Jones, H.
Affiliations
  • Simon Fraser University (CA)
  • St. Paul's Hospital (CA)
Venue
Human Relations
Publisher
SAGE Publications
Published
1983-12
Volume
36
Issue
12
Pages
1111-1124
ISSN
  • 0018-7267 (ISSN-L)
  • 1741-282X
DOI
10.1177/001872678303601203
OpenAlex
W2169162595
Cited by
79
References
1
Citations by year
2026: 2 · 2025: 2 · 2024: 3 · 2023: 3 · 2022: 2 · 2021: 1 · 2020: 1 · 2019: 1 · 2018: 5 · 2015: 3 · 2014: 3 · 2013: 3 · 2012: 3
FWCI
5.47
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Human Relations (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
Keywords
leadership orientation, collaborative leadership, competitive leadership, leader-subordinate relationships, job satisfaction, satisfaction with supervision, clinical laboratory technicians, supervisor behavior, goal alignment, reward sharing

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