Context matters: The meaning of organizational context in managers’ leadership behavior and subordinates’ perceptions of leadership

In the present study we set out to study the meaning of organizational context by investigating the direct and indirect effects of organizational context (indicated by structural factors and working conditions for managers) on managers’ and subordinates’ perceptions of leadership. A sample of 105 managers and 1126 subordinates participated in the study. Data consisted of self-reports in questionnaires (one for managers and one for subordinates) together with organizational data provided by HR and analyzed by means of a multilevel mediation analysis. The results indicate that managers that have better working conditions are also better equipped to engage in positive transformational leadership behaviors. In addition, the results also indicate that when managers put in extra effort to be visible in the organization their followers are more likely to assess them as transformational and trustworthy.