Dysfunctional leadership styles

Abstract Researching leadership style (LBDQ), from the overlooked viewpoint of the diadic relationship between the leader and his members within an entire managerial corps and supporting staff of a large industrial organization, revealed a probable dysfunctional consequence of certain leadership styles. Some of these styles appeared to produce inaccurate performance feedback for members: whereas, others seemed to generate fairly accurate feedback. Specifically, the structuring behavior of the leader was found to moderate the relationship between the consideration behavior of the leader and his members' performance. High and low structuring were related to positive and reliable relationships between consideration and performance, while intermediate structuring was related to nonsignificant correlations between considerations and performance.