THE INFLUENCE OF LEADER AND MEMBER BEHAVIOR ON THE ADJUSTMENT AND TASK EFFECTIVENESS OF NEGOTIATION GROUPS,
Abstract
This study investigated group interactions which mediate the observed relationships between experimental input conditions and group output. The study examined three major sets of relationships: (1) the different patterns of chairman behavior which are associated with differences in the chairman's perception of co-workers; (2) the patterns of chairman interaction which lead to more successful negotiation; and (3) the characteristics of the group interaction that increase the satisfaction and performance of the group members. The major conclusions of the study were: (1) The more psychologically distant (low LPC) chairmen were more active, dominant, and emotionally negative in their interpersonal behavior, and the psychologically closer (high LPC) chairmen were more passive, accepting and positive in their behavior. (2) Chairmen who were more active, dominant, but positive led more successful negotiation groups. (3) The communication of more positive, and less negative, feeling by group members was associated with higher group member satisfaction, interpersonal esteem, and negotiation success. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 01, 1963
- Accession Number
- AD0432877
Entities
People
- James W. Julian
- Joseph E. Mcgrath
Organizations
- University of Illinois Urbana–Champaign