THE RELATIONS OF LEADERSHIP STYLE AND BEHAVIOR TO WORK GROUP PERFORMANCE AND SUBORDINATE JOB SATISFACTION HAVE BEEN INVESTIGATED FOR 22 FIRST-LEVEL AND EIGHT SECOND-LEVEL NURSING SUPERVISORS IN A 1680 BED VETERANS ADMINISTRATION HOSPITAL. NURSING ASSISTANTS SUPERVISED BY TASK-ORIENTED LEADERS RECEIVED HIGHER PERFORMANCE RATINGS AT THE FIRST LEVEL OF SUPERVISION, WHILE RELATIONSHIP-ORIENTED LEADERS PERFORMED BETTER AT THE SECOND LEVEL OF SUPERVISION. SUBORDINATE'S JOB SATISFACTION WAS POSITIVELY RELATED TO LEADER CONSIDERATION AT BOTH LEVELS OF SUPERVISION. INITIATING STRUCTURE LEADER BEHAVIOR CONTRIBUTED TO HIGH SUBORDINATE JOB SATISFACTION AT THE FIRST LEVEL OF SUPERVISION AND LOW SUBORDINATE JOB SATISFACTION AT THE SECOND LEVEL. THESE DIFFERENCES IN EFFECTIVE MANAGEMENT PATTERNS ARE INTERPRETED IN THE LIGHT OF APPARENT DIFFERENCES IN SITUATIONAL LEADERSHIP DEMANDS AT THE TWO SUPERVISORY LEVELS. THIS DOCUMENT IS AVAILABLE AS AD 648 607 FROM CLEARINGHOUSE FOR FEDERAL SCIENTIFIC AND TECHNICAL INFORMATION, CAMERON STATION, SPRINGFIELD, VIRGINIA 22314, FOR $3.00 HC, $0.65 MF. (HM)