Leader direction and employee participation in decision making: Contradictory or compatible practices?

Applied Psychology

Volumn 46, Issue 4, 1997, Pages 387-415

  Sagie, Abraham ^a  

^a BAR ILAN UNIVERSITY   (Israel)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0040454908     PISSN: 0269994X     EISSN: None     Source Type: Journal    
DOI: 10.1111/j.1464-0597.1997.tb01244.x     Document Type: Article

References (98)

1. Aram, J.D. (1976). Dilemmas of administrative behavior. Englewood Cliffs, NJ: Prentice-Hall.
2. Avolio, B.J., & Bass, B.M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. Leadership Quarterly, 6(2), 199-218.
3. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
4. Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Academic Press.
5. Bass, B.M., & Avolio, B.J. (1994). Introduction. In B.M. Bass & B.J. Avolio (Eds.), Improving organizational effectiveness through transformational leadership (pp.1-9). Thousand Oaks, CA: Sage.
6. Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row.
7. Blake, R.B., & Mouton, J.S. (1982). Theory and research for developing a science of leadership. Journal of Applied Behavioral Science, 18, 275-291.
8. Bottger, P.C., Hallein, I.H., & Yetton, P.W. (1985). A cross-national study of leadership: Participation as a function of problem structure and leader power. Journal of Management Studies, 22(4), 358-368.
9. Coch, L., & French, J.R.P. (1948). Overcoming resistance to change. Human Relations, 1, 512-532.
10. Cotton, J.L. (1993). Employee involvement: Methods for improving performance and work attitudes. Newbury Park, CA: Sage.
11. Cotton, J.L. (1996). Employee involvement. In C.L. Cooper & I.T. Robertson (Eds.), International review of industrial and organizational psychology. Vol.11 (pp.219-242). London: Wiley.
12. Dickson, J.W. (1982). Top managers beliefs and rationales for participation. Human Relations, 35, 203-217.
13. DIO International Research Team. (1983). A contingency model of participative decision making: An analysis of 56 decisions in three Dutch organizations. Journal of Occupational Psychology, 56, 1-18.
14. Erez, M. (1986). The congruence of goal setting strategies with socio-cultural values and its effect on performance. Journal of Management, 12, 585-592.
15. Erez, M., & Arad, R. (1986). Participative goal setting: Social, motivational, and cognitive factors. Journal of Applied Psychology, 71, 591-597.
16. Erez, M., Earley, P.C., & Hulin, C.L. (1985). The impact of participation on goal acceptance and performance: A two-step model. Academy of Management Journal, 28, 50-66.
17. Fiedler, F.E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
18. Fiedler, F.E. (1989). The effective utilization of intellectual abilities and job-relevant knowledge in group performance: Cognitive resource theory and an agenda for the future. Applied Psychology: An International Review, 38, 289-304.
19. Fiedler, F.E. (1995). Cognitive resources and leadership performance. Applied Psychology: An International Review, 44, 5-28.
20. Fiedler, F.E., & Garcia, J.E. (1987). New approaches to effective leadership. New York: Wiley.
21. Ford, J.D. (1981). Departmental context and formal structure as constraints on leader behavior. Academy of Management Journal, 24, 274-288
22. French, J.R.P., Israel, J., & As, D. (1960). An experiment in a Norwegian factory: Interpersonal dimensions in decision making. Human Relations, 13, 3-19.
23. Fry, L., Kerr, S., & Lee, C. (1986). Effects of different leader behaviors under different levels of task interdependence. Human Relations, 39, 1067-1082.
24. Fulk, J., & Wendler, E.R. (1982). Dimensionality of leader-subordinate interaction: A path-goal investigation. Organizational Behavior and Human Performance, 30, 241-264.
25. Gemmil, G., & Smith, C. (1985). A dissipative structure model of organization transformation. Human Relations, 38, 751-766.
26. Gist, M.E., Locke, E.A., & Taylor, M.S. (1989). Organizational behavior: Group structure, process and effectiveness. In J.W. Newstorm, & K.D. Davis (Eds.), Organizational behavior (8th edn., pp.205-249). New York: McGraw-Hill.
27. Greenberg, P.D., & Glaser, E.M. (1981). Viewpoints of labor leaders regarding quality of worklife improvement programs. International Review of Applied Psychology, 30, 157-175.
28. Hambrick, D.C., & Fukutomi, G.D.S. (1991). The seasons of CEO's tenure. Academy of Management Review, 16, 719-742.
29. Hisrich, R.D. (1990). Entrepreneurship/intrapreneurship. American Psychologist, 45, 209-222.
30. Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw-Hill.
31. Hogan, R., Curphy, G.J., & Hogan, J. (1994). What we know about leadership effectiveness and personality. American Psychologist, 49, 493-504.
32. House, R.J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-338.
33. Howell, J.P., Dorfman, P.W., & Kerr, S. (1986). Moderator variables in leadership research. Academy of Management Review, 11, 88-102.
34. Jackson, S. (1983). Participation in decision making as a strategy for reducing job-related strain. Journal of Applied Psychology, 68, 3-19.
35. Katzenbach, J.R., & Smith, D.K. (1993). The wisdom of teams: Creating the high-performance organization. Cambridge. MA: Harvard Business School Press.
36. Keller, R.T. (1989). A test of path-goal theory of leadership with need for clarity as a moderator in R&D organizations. Journal of Applied Psychology, 74, 208-212.
37. Klein, K.J., Dansereau, F., & Hall, R.J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management Review, 12, 195-229.
38. Kotter, J.P. (1990). A force for change: How leadership differs from management? New York: The Free Press.
39. Krantz, J., & Gilmore, T.N. (1990). The splitting of leadership and management as a social defense. Human Relations, 43, 183-204.
40. Kroeck, K.G. (1994). Corporate reorganization and transformations in human resource management. In B.M. Bass & B.J. Avolio (Eds.), Improving organizational effectiveness through transformational leadership (pp.173-201). Thousand Oaks, CA: Sage.
41. Kuhnert, K.W. (1994). Transforming leadership: Developing people through delegation. In B.M. Bass & B.J. Avolio (Eds.), Improving organizational effectiveness through transformational leadership (pp.10-25). Thousand Oaks, CA: Sage.
42. Latham, G.P., Erez, M., & Locke, E.A. (1988). Resolving scientific disputes by the joint design of crucial experiments: Application to the Erez-Latham dispute regarding participation in goal setting. Journal of Applied Psychology, 73, 753-777.
43. Latham, G.P., & Steele, T.P. (1983). The motivational effects of participation versus goal setting on performance. Academy of Management Journal, 26, 406-417.
44. Latham, G.P., Winters, D.C., & Locke, E.A. (1994). Cognitive and motivational effects of participation: A mediator study. Journal of Organizational Behavior, 15, 49-64.
45. Lewin, K., Lippit, R., & White, R.K. (1939). Patterns of aggressive behavior in experimentally created 'social climates'. Journal of Social Psychology, 10, 271-299.
46. Lewis, C., & Rooney, J. (1981). Quality circles. Personnel Management, 13(10), 56-59.
47. Likert, R. (1961). New patterns of management. New York: McGraw-Hill.
48. Locke, E.A., & Latham, G.P. (1990). A theory of goal setting and task performance. Englevvood Cliffs, NJ: Prentice-Hall.
49. Locke, E.A., Latham, G.P., & Erez, M. (1988). The determinants of goal commitment. Academy of Management Review, 13, 23-39.
50. Locke, E.A., & Schweiger, D.M. (1979). Participation in decision making: One more look. In B.M. Staw, & L.L. Cummings (Eds.), Research in organizational behavior (vol.1, pp.265-339). Greenwich, CT: JAI Press.
51. Maier, N.R.F. (1963). Problem solving discussions and conferences: Leadership methods and skills. New York: McGraw-Hill.
52. McClelland, D.C. (1961). The achievement society. Princeton, NJ: Van-Nostrand.
53. McClelland, D.C. (1975). Power: The inner experience. New York: Irvington.
54. McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
55. Mento, A.J., Locke, E.A., & Klein, H.J. (1992). Relationship of goal level to valence and instrumentality. Journal of Applied Psychology, 77, 395-405.
56. Miller, D., Droge, C., & Toulouse, J.M. (1988). Strategic process and content as mediators between organizational context and structure. Academy of Management Journal, 31, 544-569.
57. Miller, D., & Toulouse, J.M. (1986). Chief executive personality and corporate strategy and structure in small firms. Management Science, 32, 1389-1409.
58. Miller, K.I., & Monge, P.R. (1986). Participation, satisfaction and productivity: A meta-analytic review. Academy of Management Journal, 29, 727-753.
59. Misumi, J. (1985). The behavioral science of leadership. Ann Arbor: University of Michigan Press.
60. Mitchell, T.R. (1973). Motivation and participation: An integration. Academy of Management Journal, 16, 670-679.
61. Muczyk, J.P., & Reimann, B.C. (1989). The case for directive leadership. In J.W. Newstorm, & K. Davis (Eds.), Organizational behavior (pp.343-360). New York: McGraw-Hill.
62. Murphy, S.E., & Fiedler, F.E. (1992). Cognitive resource theory and utilization of the leader's and group members' technical competence. Leadership Quarterly, 3(3), 237-255.
63. O'Driscoll, M.P., & Beehr, T.A. (1994). Supervisor behaviors, role stressors, and uncertainty as predictors of personal outcomes for subordinates. Journal of Organizational Behavior, 15, 141-155.
64. Peters, T.J., & Waterman, R.H. (1982). In search of excellence: Lessons from America's best-run companies. New York: Harper Row.
65. Peterson, M.F., Maiya, K., & Herreid, C. (1994). Adapting Japanese PM leadership field research for use in Western organizations. Applied Psychology: An International Review, 43, 49-74.
66. Podsakoff, P.M., & Mackenzie, S.B. (1995). An examination of substitutes for leadership within a levels-of-analysis framework. Leadership Quarterly, 6(3), 289-328.
67. Podsakoff, P.M., Niehoff, B.P., MacKenzie, S.B., & Williams, M.L. (1993). Do substitutes for leadership really substitute for leadership? An empirical examination of Kerr and Jermier's situational leadership model. Organizational Behavior and Human Decision Processes, 54, 1-44.
68. Riehl, J.W. (1988). Planning for total quality: The information technology components. S.A.M. Advanced Management Journal, 53(4), 13-19.
69. Rodgers, R., & Hunter, J.E. (1991). Impact of management by objectives on organizational productivity. Journal of Applied Psychology, 76, 322-336.
70. Rodgers, R., Hunter, J.E., & Rogers, D.L. (1993). Influence of top management commitment on management program success. Journal of Applied Psychology, 78, 151-155.
71. Sagie, A. (1994). Participation in decision making and performance: A moderator analysis. Journal of Applied Behavioral Science, 30, 227-246.
72. Sagie, A. (1996). The effects of leader's communication style and participative goal setting on performance and attitudes. Human Performance, 9, 51-64.
73. Sagie, A., Elizur, D., & Greenbaum, C.W. (1985). Job experience, persuasion strategy and resistance to change: An experimental study. Journal of Occupational Behaviour, 6, 157-162.
74. Sagie, A., Elizur, D., & Koslowsky, M. (1990). Effect of participation in strategic and tactical decisions on acceptance of planned change. Journal of Social Psychology, 130, 459-465.
75. Sagie, A., Elizur, D., & Koslowsky, M. (1995). Decision type, participative decision making (PDM) and organizational behavior: An experimental simulation. Human Performance, 8, 81-94.
76. Sagie, A., Elizur, D., & Yamauchi, H. (1996). The structure and strength of achievement motivation: A. cross cultural comparison. Journal of Organizational Behavior, 17, 431-444.
77. Sagie, A., & Koslowsky, M. (1994). Organizational attitudes and behaviors as a function of participation in strategic and tactical change decisions: An application of path-goal theory. Journal of Organizational Behavior, 15, 37-47.
78. Sagie, A., & Koslowsky, M. (1996). Decision type, organizational control, and acceptance of change: An integrative approach to participative decision making. Applied Psychology: An International Review, 45, 85-92.
79. Sawyer, J.E. (1992). Goal and process clarity: Specification of multiple constructs of role ambiguity and a structural equation model of their antecedents and consequences. Journal of Applied Psychology, 77, 130-142.
80. Schuler, R. (1980). A role and expectancy perception model of participation in decision making. Academy of Management Journal, 23, 331-340.
81. Schwartz, S.H. (1994). Beyond individualism/collectivism: New cultural dimensions of values. In V. Kim, H.C. Triandis, Ç. Kaǧitçibaşi, S.C. Choy, & G. Yoon (Eds.), Individualism and collectivism: Theory, method, and applications (pp.85-119). Newbury Park, CA: Sage.
82. Smith, C.S., & Brannick, M.T. (1990). A role and expectancy model of participative decision making: A replication and theoretical extension. Journal of Organizational Behavior, 11, 91-104.
83. Stogdill, R.M. (1974). Handbook of leadership. New York: The Free Press.
84. Tannenbaum, A.S. (1968). Control in organizations. New York: McGraw-Hill.
85. Thomas, A.S., Litschert, R.J., & Ramaswamy, K. (1991). The performance impact of strategy-manager coalignment: An empirical examination. Strategic Management Journal, 12, 509-522.
86. Tichy, N.M., & Devanna, M.A. (1990). The transformational leader. New York: Wiley.
87. Vroom, V.H., & Jago, A.G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice-Hall.
88. Vroom, V.H., & Jago, A.G. (1995). Situation effects and levels of analysis in the study of leader participation. Leadership Quarterly, 6(2), 169-181.
89. Vroom, V.H., & Yetton, P.W. (1973). Leadership and decision making. Pittsburgh: University of Pittsburgh Press.
90. Wagner, J.A.III. (1994). Participation's effects on performance and satisfaction: A reconsideration of research evidence. Academy of Management Review, 19, 312-330.
91. Weed, S.E., & Mitchell, T.R. (1980). The role of environmental and behavioral uncertainty as a mediator of situation-performance relationships. Academy of Management Journal, 23, 38-60.
92. Wofford, J.C., & Liska, L.Z. (1993). Path-goal theories of leadership: A meta-analysis. Journal of Management, 19, 857-876.
93. Yammarino, F.J. (1994). Indirect leadership: Transformational leadership at a distance. In B.M. Bass & B.J. Avolio (Eds.), Improving organizational effectiveness through transformational leadership (pp.26-47). Thousand Oaks, CA: Sage.
94. Yammarino, F.J., & Duhinsky, A.J. (1992). Superior-subordinate relationships: A multiple levels of analysis approach. Human Relations, 45, 575-600.
95. Yammarino, F.J., & Dubinsky, A.J. (1994). Transformational leadership theory: Using levels of analysis to determine boundary conditions. Personnel Psychology, 47, 787-811.
96. Yammarino, F.J., & Naughton, T.J. (1992). Individual and group-based views of participation in decision making. Group and Organization Management, 17, 398-413.
97. Yu, A.B., & Yang, K.S. (1994). The nature of achievement motivation in collective societies. In V. Kim, H.C. Triandis, Ç. Kaǧitçibaşi, S.C. Choy, & G. Yoon (Eds.), Individualism and collectivism: Theory, method, and applications (pp.239-250). Newbury Park, CA: Sage.
98. Yukl, G. (1994). Leadership in organizations (3rd edn.). Englewood Cliffs, NJ: Prentice-Hall.