Experimental tests of the Leader—Environment—Follower interaction theory of leadership

Abstract

This paper presents and experimentally tests a macro theory of leadership. The Leader—Environment—Follower Interaction theory contends that the effective leader is one who analyzes the deficiencies in the follower's ability, motivation, role perception, and work environment which inhibit performance, and then takes action to eliminate those deficiencies. Nine hypotheses derived from the theory are tested in two laboratory experiments using a paper “moon tent” construction task. ANOVA tests are used to analyze the effects of the independent variables and their interaction effects on performance. The hypotheses of the study are supported. Several significant interaction effects are obtained.