Leadership was conceptualized as consisting of a discretionary and nondiscretionary component. Discretionary leadership was that under control of the leader. Nondiscretionary leadership was that invoked by the organizational setting in which the leader operated. The setting was conceptualized in terms of twelve dimensions of the Organizational Practices Questionnaire. Leadership consisted of two reward and two sanctions dimensions. Interactive and noninteractive relationships of these leadership components with performance and satisfaction were investigated. With one exception, all relationships with the criteria were noninteractive. Results were discussed in terms of theoretical significance and their implications for management training and organizational design approaches. Suggestions for further research were included.
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