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This exploratory study investigated the impact of managerial influence by joint formal managers in a complex configuration. The vertical influence attempts by the two managers in the configuration interacted when predicting unit performance and suggested that only one of the two should attempt to play an active role in influencing subordinates. There was also an interaction between the lateral relations of the managers which again suggested that only one should stress exchanges with other units. Propositions for future research are provided.

The moderating effects of attitudes about the work group and task structure on the relationships between leader behavior dimensions and job satisfaction facets were explored. The results indicated that this variable was an important added moderator of leader behavior dimensions. The significant main effects and interaction effects found reaffirmed the complexity of the leadership role for practicing managers.