Participative Management, Member Intelligence, and Group Performance.
WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY
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Data from three separate field studies showed that the contribution of member intelligence to group performance depends to a substantial degree on the personality of the leader. Studies of 51 mess halls, 86 volunteer public health teams, and 27 combat engineer squads supported the hypotheses that only relationship-motivated high LPC leaders utilized the intellectual resources of their members, presumably because of their tendency to share decision-making functions with members of their group. Author