Viewing leadership as the process of selecting an appropriate means (or control strategy) to reach a desired goal, this paper investigates the underlying structure of supervisory control. Using a multidimensional scaling procedure, four leader behavior dimensions are extracted and identified: obtrusive vs. unobtrusive control, situ-ational vs. personal control, professional vs. paternalistic control, and process vs. output control. The implications of the findings for past and future research are then considered.
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