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This paper measured subordinates' perceptions of their leaders' ability to use different leadership styles. Subjects were 124 middle and first level supervisors from accounting and R & D departments in the United Kingdom. The results indicate that subjects did not believe that their supervisors would either use the same style (irrespective of what style) or randomly employ styles to deal with four typical but hypothetical problems. These results persisted when respondents were subdivided on the basis of both organizational level and functional area. Some evidence suggests that perceived patterns of style usage may be associated, at least in the mind of subordinates, with the general task dimension, interpersonal-technical. [ABSTRACT FROM AUTHOR]