ROLE STRUCTURE, LEADERSHIP, AND NEGOTIATION EFFECTIVENESS.
ILLINOIS UNIV URBANA DEPT OF PSYCHOLOGY
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The study compared the effectiveness of negotiation groups versus decision-making groups with the same task and attitudinal composition but without a conflict-generating representational role structure. It also tested the ameliorative effects of a neutral leader mediator on such conflict and on consequent group performance effectiveness. 1 Results validate a previous test of a model of the negotiation process, in which members attraction to their reference groups are viewed as forces impeding negotiation success, while members commitment to a superordinate reference position and their motivation to resolve the problem are viewed as forces promoting negotiation success. 2 Results also show that groups having a representational role structure ie negotiation groups set forth less successful solutions than decision-making groups without this structure. 3 A neutral leader appears to attenuate conflict arising from a representational role structure, and enhances the chances of a successful group solution. The findings have implications for organizational decision-making and for the negotiation process.