Leadership Behavior on Standardized Cases.
YALE UNIV NEW HAVEN CONN DEPT OF ADMINISTRATIVE SCIENCES
Pagination or Media Count:
Sets of 30 cases were developed with each case depicting a leader faced with a problem to solve. The cases within each set varied systemmatically in seven attributes used in a normative model of decision processes presented in a previous report. The cases were given to over 500 managers in industrial organizations each of whom was asked to specify the leadership style he would employ in each case. The results seriously question the explanatory power of the conception of leadership styles as a trait varying from autocratic to participative. The decision process used was influenced substantially more by the properties of the situation than by the characteristics of the leader. A mathematical model is developed to show the characteristics of situations which are typically productive of autocratic and participative leadership behavior. In addition, evidence is presented to show that leaders vary in their decision rules concerning when to use autocratic and participative methods. Author