Authority and Democracy in Organizations
Bibliographic Data
| ID | 9891645 |
|---|---|
| Authors | Lawrence B Mohr (Department of Political Science and Institute of Public Policy Studies, The University of Michigan, 1516 Rackham Building, Ann Arbor, Michigan 48109, corresponding author) |
| Year | 1977 |
| Volume | 30 |
| Issue | 10 |
| Pages | 919-947 |
| Publication date | 1977-10-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872677703001005 |
| OpenAlex | W2155203914 |
| Language | EN |
| Citations received | 4 |
| References cited | 46 |
Participativeness as a style of supervision is considered as a dependent variable. The data do not directly support the initial hypotheses in any important way, but severalfindings of interest emerge indirectly from a more detailed, multivariate analysis. First, supervisory behavior in these terms is probably influenced significantly by affect between supervisor and subordinates. Second, when affect is not a factor, supervisory style is more rational, with participativeness depending on the training of the subordinates and their perceived capacity to contribute constructively to decision-making. Third, the measurement of participativeness in research affects theoretical development in an important way, since the technical and professional level of subordinates probably has a significant effect upon their objective level of participation but not upon the degree of participation as reported by them. Fourth, the latter finding is significant for the much more common body of research in which participation is treated as an independent variable; it may help to clear up many puzzling and inconsistent findings in that tradition. Lastly, the data analysis suggests a new normative and descriptive conceptualization of democracy in the workplace, which is offered in conclusion as a competitor of the power-equalization approach
Affect (linguistics · Conceptualization · Democracy · Economics · Epistemology · Explanatory power · Management · Normative · Political science · Politics · Power (physics · Style (visual arts · Supervisor · Variables · Accounting and Organizational Management · Complex Systems and Decision Making · Management Theory and Practice · Psychology · Social Psychology
A theory of leadership effectiveness
Leadership and Decision-Making
New patterns of management
Research Methods in Social Relations
The human organization
Complex organizations
Handbook of Organizations (RLE
Power Equalization Through Participation?
A Preface to Democratic Theory, Expanded Edition
The Logic of Collective Action
The Logic of Collective Action
Overcoming Resistance to Change
Determinants of Supervisory Behavior
The experimental change of a major organizational variable
Changing the Structure and Functioning of An Organization
Organizational Size, Complexity, and Formalization
A Framework for the Comparative Analysis of Organizations
Class, Occupation, and Orientation
Occupational Experience and Psychological Functioning
Status Characteristics and Social Interaction
Effectiveness of T-group experiences in managerial training and development
Some personality determinants of the effects of participation
Social Psychology of the Work Organization
The Social Science of Organizations
Patterns of Management and Adaptations to Organizational Roles
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,09 |
| Citation span | 1982 - 2022 (41) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |