Variations in dogmatism and leader-supplied information: determinants of perceived behavior in task-oriented groups
Article Abstract:
Subjects' perceptions of small group interaction are examined in terms of high and low relevance levels, quantity of leader-supplied information, and high and low leadership levels. Subjects included 115 students from 12 communication classes at a large university in the US midwest. The quantity and relevance of information supplied to the subjects was found to affect their reactions to small group interactions. Relevance of information supplied by leaders was found to have more effect than the the amount of information supplied by them. Dogmatism levels were found to affect decision satisfaction. The least dogmatic individuals tend to be most satisfied with any kind of outcome or decision, while highly dogmatic persons tend to be satisfied only with decisions that fit within their own cognitive framework.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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Attributions for participation and nonparticipation in gainsharing-plan involvement systems
Article Abstract:
Gainsharing plans frequently allow employees to make suggestions and participate in decision making, but employees have different levels of willingness to become involved in the decision-making process. Individual differences were investigated by surveying 34 supervisors and 115 non-management workers in five firms with gainsharing plans. Some 82% of the non-management workers made at least one suggestion, and the most common reason for making a suggestion was a desire to improve either their own or the organization's performance. Thirty-two of the 34 supervisors made suggestions, and their main reason for doing so was the same. The most common reason for not making a suggestion was a feeling of apathy or dislike toward the gainsharing plan.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1991
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Who wants participative management? The managerial perspective
Article Abstract:
A survey of 485 senior managers from 59 industrial organizations indicates that a lack of transformational leadership has prevented the wide-spread implementation of participatory management systems. Senior managers perceive benefits from participatory management systems but are reluctant to implement them due to perceived managerial antipathy to the necessary changes needed to encourage employee involvement. The managerial leadership required to overcome resistance to change amongst organizational personnel is lacking amongst business managers due to deficiencies in business education and a lack of expressed managerial support.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1989
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