Journal ArticleDOI
Participation under conditions of conflict: more on the validity of the vroom-yetton model[1]
Reads0
Chats0
TLDR
In this article, the authors tested the Conflict Rule against an alternative hypothesis that predicts conflict intensification and polarization in group settings and found that participants are far more likely to accept a leader's decision following an interactive group process regardless of either the leader's desire to reach consensus or the technical quality of the decision.Abstract:
Previous research validating the Vroom-Yetton leadership model has provided support for all the prescriptions of the model except the Conflict Rule. This rule prescribes group decision-making methods when conflict among subordinates is anticipated and acceptance of the decision is critical, on the grounds that a group process provides a more effective vehicle for conflict resolution than other less participative methods. the present experiment tests the Conflict Rule against an alternative hypothesis that predicts conflict intensification and polarization in group settings. Forty groups of five members each considered a decision task chosen for its likelihood of generating task-based conflict. the 2x2 design (decision-making process by leader reward structure) created conditions in which a particular decision-making process either conformed to or violated the normative prescriptions of Vroom and Yetton's model. Both attitudinal and behavioural measures of decision acceptance revealed that the interactive group process was significantly more effective than one-to-one consultation in generating support for a leader's solution. A secondary analysis treating the quality of the leader's decision as a covariate revealed no significant variation in the pattern of subordinate acceptance explained by this factor. Overall, the results support Vroom and Yetton's Conflict Rule and suggest that subordinates are far more likely to accept a leader's decision following an interactive group process regardless of either the leader's desire to reach consensus or the technical quality of the decision.read more
Citations
More filters
Journal ArticleDOI
Managerial Leadership: A Review of Theory and Research
TL;DR: This paper reviewed and evaluated major theories of leadership and summarized findings from empirical research on leadership and presented an integrating conceptual framework to show how the different theories and lines of research fit together to improve managerial practice.
Journal ArticleDOI
Participation in Organizations: A Preview of the Issues and Proposed Framework for Future Analysis
TL;DR: In this paper, the authors provide an overview of research related to participation programs in organizations and propose that research move away from a narrow focus on certain aspects of the participation process and move toward a more inclusive agenda.
Journal ArticleDOI
Indicators of transformational leadership in the everyday problem solving of school administrators
Journal ArticleDOI
Exchange Ideology as a Moderator of the Relationships Between Importance of Participation in Decision Making and Job Attitudes
TL;DR: This paper examined the relationship between reported importance of participation in decision-making and three job attitudes of relevance to Yugoslav self-management, namely job satisfaction, perceptions of organizational support, and perception of organizational goal norms.
Journal ArticleDOI
A Decade of Organizational Communication Research: Journal Articles 1980–1991
TL;DR: This paper reviewed 889 organizational communication journal articles published in 61 journals from 1980 through 1991 and found that the superior-subordinate communication relationship and communication skills were the most frequently discussed topics, with culture showing the largest increase in published articles.
References
More filters
Journal ArticleDOI
The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes
TL;DR: The conventional interacting group is compared with nominal and delphi groups in terms of the quantity of ideas generated and perceived satisfaction of participants as mentioned in this paper, where the nominal group was compared with the delphi group.
Journal ArticleDOI
On the validity of the Vroom-Yetton model.
Victor H. Vroom,Arthur G. Jago +1 more
TL;DR: In this paper, an empirical evaluation of the validity of the Vroom-Yetton contingency model of leadership behavior is performed, and substantial support for the model and its various components is obtained.
Journal ArticleDOI
Group versus individual decision making: An investigation of performance measures, decision strategies, and process losses/gains
TL;DR: In this article, the relative effectiveness of individual and group performance was investigated by employing three decision making strategies, and the results indicated that the degree of process loss/gain and the relative performance of groups and individuals was significantly influenced by the dependent variable utilized and the decision making strategy employed.
Posted Content
Effects of Social Context on Consensus and Majority Vote Decision Making
TL;DR: This paper found that social context (competitive or cooperative) and decision strategy (consensus or majority voting) affected decision acceptance, understanding, decision time, and affective reactions to the group, although decision quality was not affected.
Posted Content
A Test of the Vroom-Yetton Normative Model of Leadership
TL;DR: The authors conducted a test of Vroom and Yetton's (1973) model of leadership behavior through a procedure that manipulated decision-process and situation attributes and did not rely on leader self-reports.