Article: DRMJ vol14 no02 2025-Clanek 2
Publication:
DOI:
doi:10.17708/DRMJ.2025.v14n02a02
Author(s):
Excerpt:
This study delves into the complex relationship between hierarchical structure represented by span of supervision, leadership style and outcomes. Drawing from contemporary social exchange concept, we examine if increase in the span of supervision alter the leader‐follower dynamics by imposing limitations on leaders’ ability to fine‐tune their directive actions and diminish opportunities for providing support and positive feedback, resulting in adverse effects. To investigate this, data from surveys involving 103 leaders and 675 followers across 43 medium‐to‐large business organizations were meticulously analyzed, seeking to reveal expected interactions among various factors. Structural Equation Modeling analysis, accounting for robust standard errors, revealed that an increased span of supervision was associated with adverse impacts on leaders’ leadership style. These negative consequences, in turn, correlated with diminished follower performance, an increase in social loafing, and a higher likelihood of intending to leave the organization. Consequently, this study poses critical questions about the presumed effectiveness of organizational change efforts involving the broadening of leaders’ supervisory roles. The findings underscore the necessity for a more nuanced understanding of the implications of hierarchical changes on leadership dynamics and organizational outcomes.
Pages:
21‐34