Accession Number:

AD0659169

Title:

ROLE STRUCTURE, LEADERSHIP, AND NEGOTIATION EFFECTIVENESS.

Descriptive Note:

Technical rept.,

Corporate Author:

ILLINOIS UNIV URBANA DEPT OF PSYCHOLOGY

Personal Author(s):

Report Date:

1967-08-01

Pagination or Media Count:

140.0

Abstract:

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.

Subject Categories:

  • Psychology

Distribution Statement:

APPROVED FOR PUBLIC RELEASE