Kohguchi, H. and Sakata, K., Hiroshima University and Kurokawa, M., Kyushu Women's University, Japan
In this research, we examine that the intragroup and intergroup leadership of a supervisor in the workplace influences employees' job stress. We executed investigations of about 12,000 employees at companies in Japan. Completed questionnaires were received from 8758 participants in 838 teams. Previous leadership research examined mainly the leadership functions in the intragroup. That research on leadership reported two common functions (structuring and consideration). Our research basically catches the leadership function with two functions (structuring and consideration). However, in this research, we aim to apply the focus to not only the intragroup process, but also the intergroup process. In the intergroup contexts to which this research pays attention, the role of negotiation and the relation maintenance with another group is included in the leaders' role. Thus, we adopted the leadership dimension of intra- and intergroup leadership, which Lwin and Hirose (1997) propose. We measured not only intragroup leadership, which has been researched many times, but also intergroup leadership. We explored what relation both intragroup and intergroup leadership had in decreasing employee stress. We predicted that, when a team is faced with business reformation, because the intergroup process is important, intergroup leadership behavior must have a strong effect to decrease employee stress. Our results supported these predictions.