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A Test of the Contingency Model of Leadership Effectiveness 1
Author(s) -
Johnson Ronald W.,
Ryan Brenda J.
Publication year - 1976
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1976.tb01322.x
Subject(s) - psychology , contingency theory , contingency , social psychology , test (biology) , leadership style , style (visual arts) , task (project management) , power (physics) , position (finance) , constant (computer programming) , management , epistemology , philosophy , computer science , paleontology , history , biology , programming language , physics , archaeology , finance , quantum mechanics , economics
Randomly formed groups of 160 male students a t St. Francis Xavier University performed both a structured and an unstructured task. Style of leadership and leader position power were experimentally manipulated, while leader member relations were held constant. Although manipulation checks were positive, results failed to support any of the hypotheses derived from Fiedler's contingency theory of leadership effectiveness.