REACTIONS TO LEADERSHIP STYLE AS A FUNCTION OF LOCUS OF CONTROL AND ASCENDANCY OF SUBORDINATES

Abstract

To investigate the effects of ascendancy and perceived locus of control on reactions to participative and manipulative leadership, 108 subjects were divided into 4 groups on the basis of Guilford-Zimmerman ascendancy scores and Rotter I-E scale scores. Members of each group were randomly assigned to either a participation or manipulation session in which they were asked to resolve a small group dilemma. Results indicated that the two personality measures were associated with different reactions to the two styles of leadership. Furthermore, as predicted by the pat h-goal theory of leadership, even small differences in personal rewards were related to satisfaction with the decision, satisfaction with the job, and estimation of future productivity.