Accession Number : ADA117145

Title :   Subordinate Perception and Evaluation of Leaders Who Differ on a Personal Characteristic: Are Leaders Interchangeable.

Descriptive Note : Doctoral thesis,

Corporate Author : COLUMBIA UNIV NEW YORK GRADUATE SCHOOL OF ARTS AND SCIENCES

Personal Author(s) : Cage,Jack Hays

PDF Url : ADA117145

Report Date : Jan 1982

Pagination or Media Count : 197

Abstract : This study was designed to investigate the assumption of contingency leadership theory that leaders are interchangeable: subordinates use the same criteria for evaluating leaders' effectiveness irrespective of the leaders' personal characteristics. Paper-and-pencil instruments based on previous work on leadership by Vroom were created. Each story described a leader, the subject's immediate superior, in a decision-making situation. Every subject was exposed to one story in which the leader was either male or female and the context was masculine or feminine. Subjects were asked to take the subordinate's viewpoint, evaluate the decision-making process, offer prognosis about the outcomes, and assess the leader. The data indicated that the hypotheses received little support. Two hypotheses suggested that the leader will be viewed as most effective when following the prescription of Vroom's model when his/her gender and the context were congruent. The data demonstrated that the appropriately participative leader was rated as more effective than the inappropriately autocratic leader. Two other hypotheses suggested that the leader will be viewed as most effective when behaving stereotypically (women participatively and men autocratically) when the leader's gender and the context were incongruent. The data showed minor support for the condition with female leaders.

Descriptors :   *LEADERSHIP, *PERCEPTION(PSYCHOLOGY), *WOMEN, PERSONALITY, DECISION MAKING, JOBS, ANALYSIS OF VARIANCE, RATINGS, THEORY, HYPOTHESES

Subject Categories : Psychology

Distribution Statement : APPROVED FOR PUBLIC RELEASE