The vertical dyad linkage model of leadership: Problems and prospects

Abstract

In a test of hypotheses derived from the literature surrounding the Vertical Dyad Linkage (VDL) Model of Leadership, 45 supervisor-subordinate dyads were studied in a setting which differed from much of past VDL research. The results generally confirmed previous findings in that IN-group status was associated with higher performance ratings, reduced propensity to quit, and greater satisfaction with supervision. Also, objective measures of actual job performance yielded results which were in a predicted direction. The need for conceptual and operational revisions of VDL constructs is discussed.