An Investigation of the Curvilinear Effects of Contingent Reward Leadership on Stress-Related and Attitudinal Outcomes
Kenneth J. Harris, Lisa M. Russell
Considerable research has accumulated on contingent reward leadership (CRL), a dimension of transactional leadership. As a whole, this research has found positive associations between CRL and desired outcomes. These findings have resulted in the notion that these relationships are linear, with ever increasing CRL being associated with better and better outcomes. However, there are theoretical and empirical reasons to question the assumed linearity of these relationships. In a sample of 397 police officers, our findings provide support for the notion that the linkages between CRL and the outcomes of stress, job burnout, and job satisfaction may best be represented as curvilinear as opposed to linear. We conclude with theoretical and managerial implications, limitations, and directions for future research.
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