MODERATORS TO THE RELATIONSHIP BETWEEN LEADERS' INSPIRATIONAL BEHAVIORS AND FOLLOWERS' EXTRA EFFORT

Jacob Heller
David Notgrass
Tarleton State University

Charlene Conner
University of North Texas at Dallas

ABSTRACT

Using data from small, fast forming, and short-duration team contexts, this study
examined the moderating effects of both the level of team members’ perception of the team
leaders’ effectiveness as well as the team leaders’ use of contingent reward behaviors on the
relationship between the team leaders’ use of inspiration motivation behaviors and members’
level of extra effort. The results of this study revealed that both variables (team members’ level of
perception of their team leaders’ effectiveness and team leaders’ use of contingent reward
behaviors) moderated the relationship between leaders’ use of inspirational motivation behaviors
and the level of team members’ level of extra effort. In addition, the variable of team leaders’ use
of inspiration motivation gave good prediction of employee extra effort in both high and low level
conditions of members’ perception of team leaders’ effectiveness and team leaders’ use of
contingent reward behaviors.

Keywords: Leadership, inspirational motivation, leader effectiveness, contingent reward, extra effort