To investigate the effects of work group structure on measures of organizational behavior, questionnaire data from employees in a department characterized by complex, unstable work group structure and variable supervisory reporting relationships were compared with data from similar employees in two departments characterized by stable work group structure and constant supervisory reporting relationships. The latter reported lower levels of peer leadership, higher levels of intervening variables pertaining to the organization as a whole, and greater satisfaction with the company. There were no differences between those in stable and those in unstable structure on reported levels of supervisory leadership, general working conditions, intervening variables pertaining to the work group, and mental health. The findings are interpreted as indicating that work group structure can be more costly to the organization than the lack of stable work group structure. Another possibility is that unstable structure triggers development of coping mechanisms that facilitate interaction across subunit boundaries, increasing linkage. Other interpretations and implications of the findings are discussed. (The questionnaire is included.) (Author/PT)