The Effects of Work Organization, Leadership Style, and Member Compatibility upon Small Group Productivity.
WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY
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Compatible and incompatible groups with high or low LPC leaders were assembled and were required to use one of four work organizations while performing a manipulative task. Interchange compatibility was determined by Schutzs FIRO-B scales, and leadership style by Fiedlers least preferred coworker LPC scale. Group leaders were required to use participatory, rather than supervisory, leadership. Results indicated that compatible groups had higher productivity than incompatible that collaborative groups had lower productivity than non-collaborative and that collaboration and coordination interacted in influencing group productivity. Author