Subordinate Perceptions of Contingent Leaders: Do Followers Accept our Theories,

Abstract

Two studies were conducted to investigate assumptions made by contingent leadership theorists about subordinates. Paper-and-pencil instruments provided situations in which a leader followed or failed to follow the prescription of Vroom's contingency theory. Subjects were asked to take the role of subordinate, evaluate the decision-making process, offer prognosis about the outcomes, and assess the leader. Three groups of subjects were identified by their responses. Only one of the three groups accepted the leader when s/he acted according to the prescription of contingency theory. The groups were differentiated by characteristics such as income, occupational prestige, and number of subordinates. The findings suggest that individuals, while acting as subordinates, may fail to accept the prescription of contingency theory.

Document Details

Document Type
Technical Report
Publication Date
Apr 01, 1984
Accession Number
ADP003248

Entities

People

  • J. H. Cage

Tags

Communities of Interest

  • Materials and Manufacturing Processes

DTIC Thesaurus Topics

  • Behavior And Behavior Mechanisms
  • Behavioral Disciplines And Activities
  • Behavioral Sciences
  • Colorado
  • Department Of Defense
  • Group Dynamics
  • Leadership
  • Perception
  • Psychological Phenomena And Processes
  • Psychology
  • Social Psychology
  • Trust (Psychology)

Fields of Study

  • Psychology

Readers

  • Educational Psychology
  • Organizational Psychology.