Focus of Attention at Work and Leader-Follower Relationships

Three different studies examine moderating effects of focus of attention at work on leader-follower relationships, using the typology developed by Howell, Dorfman, and Kerr (1986). Survey data were collected from over 1300 subjects. Results indicate that: (1) high focus on the supervisor while at work enhances leader behaviour-subordinate satisfaction and behaviour relationships, (2) high focus on off-job factors while at work enhances leader behaviour-subordinate satisfaction relationships, and (3) high focus on off-job factors while at work weakens leader behaviour-subordinate behaviour relationships. Theoretical implications for the study of organizational behaviour are discussed, as well as practical issues for enhancing leader behaviour effectiveness in work organizations.