The Effect of Leadership Style Upon the Performance and Adjustment of Volunteer Teams Operating in Stressful Foreign Environment
Datos Bibliográficos
| ID | 7528072 |
|---|---|
| Autores | Fred E Fiedler (autor de correspondencia), Gordon E O'Brien, Gordon E O’Brien, Daniel R Ilgen |
| Año | 1969 |
| Volumen | 22 |
| Número | 6 |
| Páginas | 503-514 |
| Fecha de publicación | 1969-12-01 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Human Relations (JOURNAL) |
| Identificadores de la revista | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Editorial | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/001872676902200602 |
| OpenAlex | W2111785580 |
| Idioma | EN |
| Citas recibidas | 12 |
| Referencias citadas | 9 |
This study considered the joint effects of leadership style and environmental stress upon group performance and individual adjustment in small volunteer groups. These groups performed public health and community development work in small isolated villages in Central America. Fiedler's Least Preferred Coworker scale (LPC) was used as a measure of leadership style while performance and adjustment measures were obtained from a number of questionnaires and rating scales. Results showed that the task-oriented, low LPC leaders were more effective in the favorable and very unfavorable situations, whereas the person-oriented high LPC leaders were more effective in situations of intermediate favorableness. In villages where the external stress was minimal, the task-oriented (low LPC) leaders had groups which were relatively better adjusted than groups having relationship-oriented (high LPC) leaders. However, in villages where external stress was high, this relationship between leadership style and group adjustment was reversed. Under conditions of high stress, relationship-oriented leaders had groups which were relatively better adjusted
Leadership style · Management · Scale (ratio · Stress (linguistics · Style (visual arts · Task (project management · Volunteer · Applied Psychology · Opinion Dynamics and Social Influence · Psychology · Public Relations and Crisis Communication · Social Media and Politics · Social Psychology
Fiedler's Contingency Theory of Leadership
Validation and extension of the contingency model of leadership effectiveness
A meta-analytic investigation of Fiedler's contingency model of leadership effectiveness
Construct validity of the Least Preferred Co-Worker score
A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance
Leader esteem for the least preferred co-worker score, training, and effectiveness
Volunteer Performance in the Light of Organizational Success
Personality, Motivational Systems, and Behavior of High and Low LPC Persons
The Effects of Programmed Culture Training upon the Performance of Volunteer Medical Teams in Central America
The Contingency Model of Leadership
Group structure and the measurement of potential leader influence
Supervisory styles
A theory of leadership effectiveness
A Contingency Model of Leadership Effectiveness
Member Reactions to Success and Failure of Task Groups
The effect of leadership and cultural heterogeneity on group performance
Team competition, success, and the adjustment of group members
Leader attitudes, group climate, and group creativity
| Obras citantes distintas | 12 |
|---|---|
| Citas por año | 0,21 |
| Intervalo de citas | 1969 - 2017 (49) |
| Velocidad de citación | historical |
| Altamente citado | No |
| Tipos de cita | Neutras: 8 |