When managers decide not to decide autocratically: an investigation of leader-member exchange and decision influence

Article Abstract:

Results of a cross-sectional research study that attempts to identify the antecedents of decision influence in managerial dyads are reported. Data were collected from a large U.S. manufacturing organization, and LMX and decision influence were measured from both subordinate and superior points of view. Results indicate that important antecedents of Decision Influence are the quality of LMX and the subordinate's performance level. This research constitutes a U.S. replication of the interaction pattern of LMX and subordinate performance on career outcomes that have been documented in Japanese work organizations. These Japanese findings are extended by the inclusion of both superior and subordinate points of view. It was found that superiors show a noncompensatory model regarding decision influence: The subordinate must possess high performance and exchange skills. In contrast, subordinates show a compensatory model in which higher performance can compensate for lower LMXs. (Reprinted by permission of the publisher.)

Management, Leadership, Influence (Psychology)

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Training effects on attitudes toward divergent thinking among manufacturing engineers

Article Abstract:

In a field experiment, we tested the effects of training on attitudes of 112 manufacturing engineers toward divergent thinking in problem solving. The second group (n = 47) served as the control for the first group (n = 65) in the first part of the experiment, and vice versa in the second part. Measurements of attitudes toward divergent thinking were taken at three points in time (baseline, following the training of the first group, and following the training of the second group). Results showed that the training positively affected engineers' attitudes toward divergent thinking in problem solving. Specifically, the training with intact work groups demonstrated consistent results, whereas training with those from diffuse locations produced mixed results. Implications are discussed. (Reprinted by permission of the publisher.)

Surveys, Beliefs, opinions and attitudes, Organizational effectiveness, Problem solving, Employee training, Workers, Industrial engineers, Employee attitudes

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A field experimental test of the moderating effects of growth need strength on productivity

Article Abstract:

An analysis of the published research on the moderating effect of growth need strength (GNS) on job characteristics and worker motivation uncovers a number of cross-sectional surveys deemed inappropriate. Because of these inappropriate surveys, it is suggested that growth opportunities available to employees be manipulated in a study to determine whether GNS as a moderator applies to theories of motivation. A field experiment similar to the study proposed indicated that only high GNS employees respond to growth opportunities.

Analysis, Employee motivation, Organizational research, Organizational behavior

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