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Leadership decision making in a service organization: A field test of the Vroom‐Yetton model
15 references·0 citing·39 second hop
Leadership decision making in a service organization: A field test of the Vroom‐Yetton model (1989)Leadership decision making in a service o…The Empowerment Process: Integrating Theory and Practice (1988)The Empowerment Process: Inte…Manager-subordinate dyads: Relationships among task and social contact, manager friendliness and subordinate performance in management groups (1988)Manager-subordinate dyads: Re…PREDICTORS AND CONSEQUENCES OF DELEGATION. (1986)PREDICTORS AND CONSEQUENCES O…An information processing approach to social perceptions, leadership and behavioral measurement in organizations. (1985)An information processing app…A CROSS‐NATIONAL STUDY OF LEADERSHIP: PARTICIPATION AS A FUNCTION OF PROBLEM STRUCTURE AND LEADER POWER (1985)A CROSS‐NATIONAL STUDY OF LEA…Making Groups Effective (1982)Making Groups EffectiveThe Escalation of Commitment To a Course of Action (1981)The Escalation of Commitment …Problems with Contingency Theory: Testing Assumptions Hidden within the Language of Contingency "Theory" (1981)Problems with Contingency The…Leadership in Organizations (1981)Leadership in OrganizationsControl Systems in Organizations (1979)Control Systems in Organizati…A Critique of the Vroom-Yetton Contingency Model Of Leadership Behavior (1979)A Critique of the Vroom-Yetto…Individual Differences in Participative Decision-Making (1977)Individual Differences in Par…DECISION MAKING AS A SOCIAL PROCESS: NORMATIVE AND DESCRIPTIVE MODELS OF LEADER BEHAVIOR* (1974)DECISION MAKING AS A SOCIAL P…Leadership and Decision-Making (1973)Leadership and Decision-MakingA Theory of Leadership Effectiveness (1969)A Theory of Leadership Effect…A Behavioral Theory of the Firm (1964)The Handbook of Social Psychology (1969)Management styles associated with organizational, task, personal, and interpersonal contingencies. (1975)Fact and Fiction in Analyzing Research on Participative Decision Making: A Critique of Cotton, Vollrath, Froggatt, Lengnick-Hall, and Jennings (1990)The nature of organizational leadership: An introduction. (2001)Development of the Job Diagnostic Survey. (1975)Decision making: A psychological analysis of conflict, choice, and commitment (1978)Empowerment in the Hospitality Industry: an Exploration of Antecedents and Outcomes (1994)Social connectedness, mental health and the adolescent brain (2017)The Next Generation of Research on IS Use: A Theoretical Framework of Delegation to and from Agentic IS Artifacts (2021)Generalized expectancies for internal versus external control of reinforcement. (1966)Self-efficacy: Toward a unifying theory of behavioral change. (1977)Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation (1990)PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION. (1995)Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010)Exchange and Power in Social Life (2017)A Theory of Cognitive Dissonance (1957)Judgment under Uncertainty: Heuristics and Biases (1974)Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (1975)Judgment in Managerial Decision Making (1986)The Investment Model Scale: Measuring commitment level, satisfaction level, quality of alternatives, and investment size (1998)Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021)The impact of consideration of issues and motivational orientation on group negotiation process and outcome. (1993)Constructive Conflict Resolution: Principles, Training, and Research (1994)Exploring the association between board and organizational performance in nonprofit organizations (2005)Personality and leadership: A qualitative and quantitative review. (2002)Authentic leadership development: Getting to the root of positive forms of leadership (2005)Ethical leadership: A social learning perspective for construct development and testing (2005)Gender and leadership style: A meta-analysis. (1990)An evaluation of conceptual weaknesses in transformational and charismatic leadership theories (1999)Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. (2003)The female leadership advantage: An evaluation of the evidence (2003)The Gender and Ethnic Diversity of US Boards and Board Committees and Firm Financial Performance (2010)Organizational Information Requirements, Media Richness and Structural Design (1986)Strategic management of small firms in hostile and benign environments (1989)Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance (1999)The White standard: Racial bias in leader categorization. (2008)Why do dominant personalities attain influence in face-to-face groups? The competence-signaling effects of trait dominance. (2009)Status Conflict in Groups (2011)
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References

  • 1981Leadership in Organizations5,252 cited
  • 1988The Empowerment Process: Integrating Theory and Practice4,310 cited
  • 1969A Theory of Leadership Effectiveness3,161 cited
  • 1973Leadership and Decision-Making2,501 cited
  • 1981The Escalation of Commitment To a Course of Action1,692 cited
  • 1981Problems with Contingency Theory: Testing Assumptions Hidden within the Language of Contingency "Theory"921 cited
  • 1982Making Groups Effective247 cited
  • 1985An information processing approach to social perceptions, leadership and behavioral measurement in organizations.238 cited
  • 1986PREDICTORS AND CONSEQUENCES OF DELEGATION.213 cited
  • 1974DECISION MAKING AS A SOCIAL PROCESS: NORMATIVE AND DESCRIPTIVE MODELS OF LEADER BEHAVIOR*137 cited
  • 1979Control Systems in Organizations103 cited
  • 1988Manager-subordinate dyads: Relationships among task and social contact, manager friendliness and subordinate performance in management groups69 cited
  • 1979A Critique of the Vroom-Yetton Contingency Model Of Leadership Behavior51 cited
  • 1985A CROSS‐NATIONAL STUDY OF LEADERSHIP: PARTICIPATION AS A FUNCTION OF PROBLEM STRUCTURE AND LEADER POWER35 cited
  • 1977Individual Differences in Participative Decision-Making

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