Reactions to leadership style as a function of locus of control and ascendancy of subordinates

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Margaret H. Rucker
D. King
Cite this article:  Rucker, M., & King, D. (1985). Reactions to leadership style as a function of locus of control and ascendancy of subordinates. Social Behavior and Personality: An international journal, 13(1), 91-108.


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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 path-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
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