Task structure as a moderator of task and relational skills

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Abstract
The assumption that managerial behavior makes a difference in subordinate attitudes and performance recently has been challenged by the leadership substitutes perspective. This study adopts a task contingency perspective and examines how task structure moderates the contribution of task and relational skills to work‐related and relational outcomes. Three major conclusions were drawn. First, task structure serves as a weak substitute for communication skills in regards to work‐related and relational outcomes. Second, communication skills account for more variance when predicting relational versus work‐related outcomes. Third, the performance of task skills provides information to subordinates for assessing the level of ambiguity present in the superior‐subordinate relationship.

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